Case Notes
Selected work
The situation, what we did, what changed.
Named where we have permission, described by sector where we do not. No testimonials, no star ratings — just what the business looked like when it arrived and what was different afterwards.
Sports recovery studio, Gauteng
The situation. Bookings had been flat for months. The owner was convinced it was a marketing problem and was preparing to spend on ads.
What we found. Demand was not the constraint. Capacity and pricing were. The studio was full at the times people wanted and empty the rest of the week, and the pricing gave customers no reason to shift. Ad spend would have bought more demand the business could not serve.
What changed. Six weeks later bookings had grown by roughly 38 percent, with no increase in marketing spend.
Mineral processing
The situation. A real business with real operations and a business plan that would not have survived five minutes on a development finance institution’s desk.
What we did. Rebuilt the plan to institutional standard — the financial model, the market case, the operational detail a funder actually interrogates — and took it through six full revisions before anyone sent it anywhere.
What changed. The business went to funders with a document that answered the questions before they were asked, rather than one that invited them.
Private security, PSIRA-registered
The situation. A capable firm winning work on price and losing it on presentation. It was competing against companies no better at the job but considerably better at looking credible.
What we did. Built a company profile and a residential estate proposal as one matched system rather than two separate documents, so that every piece of paper the firm handed over said the same thing about its size and seriousness.
What changed. The firm stopped leading with price in estate tenders, because it no longer had to.
Brick manufacturing, Limpopo
The situation. Production was running ahead of demand and nobody had a clear view of what a brick actually cost to make once everything was counted.
What we did. A full diagnosis first, deliberately before proposing anything. That surfaced the real constraint, and a ninety-day intervention was then built around it rather than around what the owner had assumed was wrong.
What changed. The business stopped solving a problem it did not have.
The pattern across all of these
In every case the business arrived certain about what was wrong, and in every case it was wrong about that. Not because the owners were careless — because they were inside it. The work is almost never the fix. The work is finding out what actually needs fixing.