Method

The working sequence of every engagement.

A memorandum is only as trustworthy as the procedure that produced it. What follows is the sequence every engagement observes, in the order it observes it. Questions vary. The discipline does not.

The firm is not built for volume. Each engagement is handled by the person whose name will sit beneath the conclusions, which sets a practical limit on the number of mandates accepted at any one time. What a client receives is a single author through the work and a record that can be reviewed by anyone entitled to see it.

Sequence

01

Intake letter

Written exchange, no commercial commitment

Every engagement begins with an exchange in writing. A principal describes the question in a paragraph: what is to be decided, what is already believed about it, and what evidence would disturb that belief. A reply follows, usually within a week, in the form of a counter-memorandum. It states where we believe the real question sits, what would have to be read before a view can be formed, and whether the engagement is one the firm should accept. Nothing is commercial at this stage. Two short pieces of writing against each other are the first test of whether there is a serious problem underneath.

02

Reading room

Document review with written annotations

Once an engagement is accepted, a period of concentrated reading follows. Board papers, management accounts, prior analyses, committee minutes, organigrams, the material contracts. The client opens a protected folder. We return to it with annotations. Working sessions do not run during this phase. Status updates are not issued. The product of reading is further reading: the questions the record leaves open, and the small number of conversations that will resolve them.

03

Interviews on the record

Agreed notes on both sides of the exchange

A limited number of structured conversations with those closest to the question. Each is preceded by a written brief stating the matters to be raised, and followed by a short note summarising what was said, circulated to the interviewee for correction. Nothing is recorded that the interviewee has not seen. Nothing is later quoted that the interviewee has not approved. The record is auditable because it has been agreed by the parties who created it.

04

Draft and redraft

Private iteration before any external reading

The engagement turns on a document that passes through several private versions before the client sees it. First drafts are wrong in emphasis as often as they are wrong in conclusion. Each draft is read against the evidence the files hold, the interviews the notes capture, and the objections a dissenting reader would raise. Only a draft the author is prepared to defend leaves the desk.

05

Settlement

One reading, one session, signed addendum

The final memorandum is handed over to be read, not to be presented. A single working session follows, typically with the principal who commissioned the work and, where appropriate, one or two others. The purpose of the session is to test the argument against what the client knows of the house, and to record where we agree, where we disagree, and where further work is wanted. Points the client wishes to place on record are added as a signed addendum. The engagement closes when the document is settled, not when a timeline expires.

House style

Six rules the writing is held to.

01

Write before concluding

An argument in full sentences is a test. Conclusions that hold up in conversation often fail in prose. We write early, revise hard, and do not settle on a view until the argument has survived its own sentences.

02

Show the working

Every significant claim is traceable to a source or to an assumption stated openly. A reader who disagrees ought to be able to name the input they reject, rather than infer where a number was found.

03

Name the uncomfortable

Omission is the most common dishonesty in writing of this kind. If a factor bears on the conclusion and no one at the table wishes to raise it, the memorandum raises it first.

04

Budget the reader's attention

A board has minutes, not hours, to absorb an argument. Length is a cost paid in attention. Structure is the courtesy extended to a reader with other matters to consider.

05

Prefer the sharp recommendation

A long list of options protects the author and burdens the reader. Where the analysis supports a view, the firm states it and carries the risk of being wrong rather than return the question unanswered.

06

Written to hold for a year

A memorandum that still makes sense twelve months later is one that was honest about horizons, dependencies, and the conditions under which its conclusions apply.

Form of engagement

Three forms, by duration.

Focused read

2-4 weeks

Used when the question is narrowly defined and the window in which a view is needed is short. Common contexts: a proposal before a board meeting, a decision moving toward signature, a position a principal wishes to test before committing to it in the open.

Examples: Investment proposition, transaction assessment, position test before signature

Structured programme

6-12 weeks

Used when the question spans more than one business, one balance sheet, or one horizon. A longer period of reading, a wider set of conversations, and a more developed memorandum that addresses several interlocking decisions and the sequence in which they should be resolved.

Examples: Strategic review, operating model redesign, organizational reconstitution

Standing arrangement

3-6 months

Used when a decision has been taken and a principal wishes to retain an outside reader across the period in which its consequences unfold. The firm does not sit on the executive team. It reads and writes alongside it, and it withdraws on a stated date or at an agreed review gate.

Examples: Post-transaction oversight, transformation review, leadership transition

What the method will not do.

Undirected inquiry

Open exploration that produces observations without conclusions. Every engagement has a defined question and an expected written output.

Method on display

Elaborate procedure performed for its own sake. The firm uses the simplest approach capable of answering the question, and makes its workings visible.

Managed agreement

Facilitation in which comfortable unanimity is treated as the destination. The role of the firm is to sharpen judgment, not to tune it for the room.

Documents for the shelf

Work produced to be filed rather than used. Every engagement is structured around a decision the principal will need to defend.

Open a correspondence.

A first exchange typically consists of a short email thread and a single call, held in confidence and committing neither party. At its conclusion, one of us proposes a next step, or the exchange ends there.