What people say after working with us

The Situation

A Bogotá-based distribution firm with twelve employees had been experiencing flat revenue for two consecutive quarters. The owner felt pulled in multiple directions and was unsure whether the problem was operational, strategic, or a people issue.

What We Did

In a half-day session, we mapped the revenue flow, identified three customers representing 60% of income, and surfaced a pricing structure that had not been reviewed in four years. The one-page plan focused on a single pricing correction and one customer relationship that needed direct attention.

What Followed

Within eight weeks of the session, the owner had revised the pricing structure and renegotiated terms with the key customer. Revenue in the following quarter rose 14% over the previous one. The owner later described the session as "the most useful four hours I have spent on the business in two years."

The Situation

A professional services firm in Medellín was moving from a founder-led model to a team-led one. The managing director was uncertain how to delegate without creating confusion, and the senior team was unsure of the new expectations.

What We Did

Over three months, we worked with the managing director monthly to clarify roles, identify where delegation was stalling, and draft simple decision frameworks for the senior team. Between sessions, email support helped the director navigate specific moments of friction as they arose.

What Followed

By the end of the three months, the managing director had successfully handed responsibility for three core service lines to senior staff. The shared document tracking decisions became the team's informal operating guide. The director described the engagement as "what I needed to stop managing and start leading."

The Situation

An established services group in Bogotá with 35 employees was considering opening a second location in Cali. The leadership team had different views on timing, investment level, and operational model. They needed a clear, shared picture of where the business stood before committing.

What We Did

Over four weeks, we reviewed three years of financial records, operational documentation, and customer data. We interviewed five members of the leadership team and three frontline staff. The roadmap addressed the expansion question directly, with a prioritized set of conditions to meet before proceeding.

What Followed

The facilitated presentation aligned the leadership team on a phased approach to expansion. They decided to delay the Cali opening by one quarter to address a key operational issue first. The general manager noted: "We would have gone ahead without this review and walked into something we were not ready for."