HOW WE WORK
What actually happens when you engage us.
No two engagements are identical, because scope is set after we understand the business rather than before. The sequence below is the same every time.
The engagement, stage by stage
Discover.
We understand the business: what it sells, to whom, how it makes money, what it has tried, and what you want to be true in twelve months. This is a conversation, not a questionnaire.
Diagnose.
We investigate the relevant areas and identify the actual causes, not the reported symptoms. Depth varies with the engagement, from a focused review to a full diagnostic.
Design.
We define the solution: scope, responsibilities, deliverables, timelines, the numbers that define success, and what we will each be accountable for. This is where the proposal comes from.
Deploy.
We implement, with real people, systems and management. This is the longest stage and the one most firms in this category do not do.
Scale.
We review performance and expand what is working. Scaling decisions are made on evidence and financial viability, not on the original plan.
Sustain.
We build internal capability so the business holds the gain. The objective is a client who could run this without us, not a client who cannot.
From first conversation to engagement
Initial discovery conversation, then scope definition, then proposal, then agreement, then onboarding, then execution, then review and improvement.
Important: The initial discovery conversation is a qualification discussion. It is free, and it is not a free consulting session or a free diagnosis. We will tell you honestly whether we are the right fit, including when the answer is no.
Where a deeper diagnostic engagement is required before scope can be defined, it is priced separately. If any part of that fee is credited against a subsequent engagement, it is stated in the proposal.
How engagements are structured
Project.
A defined piece of work with a start and an end. A diagnosis, a branding project, a training programme.
Retainer.
Ongoing execution of an agreed function, reviewed monthly, with scope documented and revised as the business changes.
Managed function.
PrymeX takes operational responsibility for a function against an agreed target, typically on a fixed monthly fee.
Most engagements start smaller than they end. That is intentional.
Scope and accountability
Every engagement has a written scope: what is included, what is not, who is responsible for what, and what the measures of success are.
We hold ourselves to the measures in that document. We do not accept accountability for outcomes we do not control, and we say so before signing rather than after missing. If a target depends on something outside our scope, such as pricing, product or capacity, it is named in the proposal as a dependency.
Client responsibilities
Engagements fail for client-side reasons more often than anyone admits. What we need:
- A single decision maker who can approve scope, budget and changes.
- Access to the data, systems and people we need to do the work.
- Honest information during discovery, including the parts that reflect badly.
- Decisions within agreed timeframes. A plan stalled waiting for approval still costs money.
- Attendance at the monthly review.
If these are not available, we would rather say so at the start than discover it in month three.
Performance review and improvement
Monthly written review against the agreed numbers. Quarterly reassessment of whether the strategy is still correct. Feedback in both directions, structured, not left to goodwill.
When something is not working, it is raised in the review rather than at renewal.
Start with a conversation.
Fifteen minutes is usually enough to tell whether there is something here worth pursuing.