How we intervene when
execution breaks down.
A repeatable playbook — assess the breakdown, design the enforcement structure, intervene with authority, verify delivery truth, then exit. We do not run workshops. We do not write recommendations that die in inboxes. We enforce, then leave.
Executive summary
We intervene, enforce accountability, and exit once leadership can sustain delivery truth without external forcing.
Our method
Four phases. A simple spine executives can evaluate — and approve — quickly.
Assess
Map decision rights, hidden blockers, and delivery truth. Establish a baseline leadership can trust — not the one the status report claims.
Design
Define ownership, cadence, escalation rules, and the scoreboard. Make decisions enforceable, not aspirational.
Intervene
Enforce cadence, clear blockers, control exceptions, and restore operational discipline — under explicit sponsor mandate.
Verify
Confirm outcomes against the baseline. Embed the minimal operating rhythm required to sustain delivery truth after we exit.
What happens in the first 72 hours
Concrete early moves that restore control fast.
Executive interviews and rapid mapping
We interview key decision-makers and map where decisions stall, where accountability diffuses, and where reporting diverges from reality. No workshops. No surveys. Structured conversations with the people who know where the bodies are buried.
Decision map and ownership proposal
Draft decision map produced. Ownership proposal presented to the sponsor. Escalation paths and forcing mechanisms defined. The sponsor approves or adjusts before enforcement begins.
Sponsor briefing
A single briefing — not a slide deck, a decision. What is stuck, who now owns it, what we will enforce, and the weekly cadence starting immediately. The sponsor signs off and enforcement begins.
Engagement process
Clear entry, controlled execution, accountable exit.
Confidential intake
Your message is reviewed by the principal who would lead the engagement. If there is potential fit, we schedule an initial conversation within 48 hours.
Scoping and NDA
We assess the situation, propose intervention scope, and execute a mutual NDA. Full partner credentials are disclosed at this stage — not before.
Partner confirmation
You confirm the lead partner. The partner you meet in scoping is the partner who delivers. No handoffs. No junior substitution.
Intervention and exit
Focused intervention under sponsor mandate until delivery is stabilised and accountability restored. Then we exit. We do not extend engagements for revenue.
Confidential operating model
Discreet by design — because both partners and clients have reasons to limit exposure.
Several of our principals hold positions that require strict discretion regarding outside mandates. For this reason, we do not publish partner profiles, names, or case studies publicly. This protects them — and by extension, you.
During scoping, we share relevant partner backgrounds, institutional track records, and references under NDA. You confirm who would lead before any commitment is made. Representative environments include international institutions across financial services, aerospace, pharma, and government.
The partners you meet during scoping are the partners who deliver. No junior staffing layers. No handoffs after signature. Teams stay small, senior, and accountable — under explicit sponsor mandate throughout.
We structure work to limit unnecessary written exposure, preserve privilege where applicable, and avoid creating discoverable artefacts that do not directly advance delivery. Enforcement is operational, not documentary.
When we exit
We exit as soon as accountability is restored — not when a contract needs extending.
- Decision ownership is clear and enforced without external pressure
- The weekly cadence runs without us present
- Exceptions are controlled and escalated correctly
- Progress matches reality — not the status report
A minimal operating rhythm leadership can sustain: named owners, an enforced weekly cadence, agreed escalation rules, and a delivery-truth scoreboard. The goal is durable control — not dependency on Derbazi.
We don't become your PMO, staff your delivery organisation, or run permanent governance. We don't extend engagements because the relationship is comfortable. We intervene and exit.
If you need capacity, we are not the right firm.