First conversation
You describe the situation. We ask what has already been tried and who inside the company it affects. No charge, no obligation.
Four practices, one bench, one line of accountability.
Company
A client's problem rarely fits one specialty. We build a team around it instead of selling a service off a price list.
Why the group is structured this way
A company that needs a contract reviewed usually also needs the process behind it fixed and the system that produces it to work. Those three jobs normally mean three suppliers, three briefs and nobody responsible for the seam between them.
One person owns the project
Every engagement has someone who holds it end to end. They pull in specialists from the practices and answer to you for the schedule.
Diagnosis before the estimate
The first meeting exists to understand the problem. Pricing comes once it is clear what needs doing and why it is worth doing.
Finished, not reported
We hand over something that works: a process in use, a contract signed, a system running. A report is not a result.
We say when it is not us
If a problem sits outside what the group does well, we say so at the first meeting rather than stretching a practice to cover it.
How an engagement runs
The same sequence whichever practice leads it.
Diagnosis
We look at the real documents, systems and numbers, then write down what the problem actually is. Sometimes this is the whole engagement.
Scope and price
A fixed scope with named people, a schedule and a figure. If the scope changes later, we re-quote rather than letting it drift.
Handover
We finish when the thing works in your hands, and we stay reachable afterwards for the questions that only appear in week three.