Forensic. Somewhere your business is losing money.
Rarely where it shows.
An area runs too slowly, an offer sells worse, decisions drag on, responsibility gets stuck. I read the business as a whole and find where money and time are lost. And which decision comes first.
THE SITUATION
The loss is known. The decision behind it isn’t yet. Already know the decision? Then the Consultation.
ON THE TABLE
Something costs money or time. The cause can’t be seen.
THE DECISION BEFORE
What was decided or left open that still costs money today?
WHAT IT COSTS TO LEAVE IT OPEN
Repairs happen where things are visible. The loss keeps running.
Sales does its part. Marketing does its part. Operations runs, management decides, suppliers deliver. And the whole still loses.
Every area makes sense on its own. The losses happen in between.
Rarely because someone works badly. Usually because decisions, roles, offers and processes date from different times and no longer fit together.
A shrinking margin can come from the price, the offer, the wrong demand or too many exceptions in the process. The visible problem is the way in. The question is which structure produces it.
Six zones.
Offer. What is sold, to whom, at what price, and which offer carries the business?
Demand. Where does business come from, and where does effort arise that too little comes of?
Path. How does interest become an order, and where do friction, waiting and drop-off arise?
Decisions. Which get made, which drag on, which get decided over and over again?
Responsibility. Who carries what, and where does work get stuck between roles?
Economics. Where is value created, where are costs incurred, and where does the business lose money without it showing day to day?
Three words. And the decisions behind them.
Every zone ends in a verdict: carries, breaks, unknown. Unknown is not neutral. Work is being done or decisions made there without knowing on what.
Numbers show where something stands out. They rarely say why. So I examine the decisions behind them: Why is the offer built this way? Why does responsibility sit with this person? Often no performance is missing. Often an old decision is still at work.
What you have at the end.
The Report. Where the business carries, where it breaks, what is unknown. Where money is lost, with a figure wherever the numbers support one. And the one decision that comes first. Handed over bound, in person. No workshop minutes, no catalogue of measures, no dashboard.
Which decision that is isn’t fixed beforehand. Perhaps an offer gets cut, a price reset or an investment stopped. That is exactly why the Forensic exists.
Often it has long been clear what ought to go. It gets hard when your own money hangs on it, your own word, or a person you brought in yourself. Whoever is involved extends. A Report from outside covers the decision to stop.
What gets built afterwards: Rebuild and Direction Mandate
The next step. And what can follow from it.
The fit call. Twenty minutes. You tell me what’s working and what isn’t. Afterwards the scope is set: which areas, which numbers, which people. If a single question is enough, it’s the Consultation. If it takes the whole business, the Forensic.
The Forensic. Two to three weeks. Numbers, documents, processes, offers, roles, suppliers, as far as the scope covers them. Conversations with you and with the people it depends on. Then I read. Afterwards, the Report.
The Report says whether it stays at that. Two things can follow. Neither has to.
The Rebuild. If a structure has to be reset: offer, price, responsibility, path or steering. Afterwards the operating manual your team and suppliers work to.
The Direction Mandate. If someone is to hold the direction afterwards: quarter by quarter, what carries, what doesn’t, what comes next. Every quarter, the Decision Letter.
No workshop series, no strategy process lasting months, no rating against someone else’s model. The question isn’t whether your business works correctly. The question is where it loses, and why.
Three cases.
A goal pursued for two years. And nobody asks whether it still holds.
Case 04 · Over €400,000 sunk. The loss ended the same day.
Came with: “We’re just not getting closer to our goal.”
Underneath: A goal nobody had questioned in two years.
Decision: The goal stopped. The direction reset.
Effect: Not one more euro into a goal that had cost over €400,000. The loss ended the same day.
Marketing reports straight to the managing director.
Case 08 · Demand for the company’s own name up 70%
Came with: “Marketing isn’t delivering, and there are good people in there.”
Underneath: The position between management and team had never been filled: a control function that sets when what gets done.
Decision: The position defined and filled. The team set on a few things.
Effect: After six months, market leadership extended, demand for the company’s own name up 70%.
The business depends on the owner.
Case 09 · Ready to hand over
Came with: “I want to hand over in a few years. Today nothing works without me.”
Underneath: Roles, processes and structures hung on people. Who does what, and why, was written nowhere.
Decision: Every role, every process, every structure set down: who does what, why, and what it contributes to revenue.
Effect: A business that runs without its owner and can be handed over.
Let’s find where your business loses money.
A Forensic is in the five-figure range, depending on scope. We settle the exact price in the fit call.
Twenty minutes. Afterwards the scope is set, and you know whether a Forensic makes sense.