From DIAGNOSIS TO RESPONSIBILITY

The KBDS Diagnostic Identifies The Constraint, Advisory Engagements Exist to Remove It.

How Engagements Are Structured

At TCG, we do not offer open-ended consulting, casual coaching, or idea-sharing engagements. Once we move beyond diagnosis, our role changes.

If we are involved, we are responsible for results, not activity.

That means our advisory work is selective, structured, and outcome-driven.

What Advisory Engagements Are

Advisory Engagements are hands-on, executive-level partnerships designed to correct structural constraints revealed through the KBDS Diagnostic.

These engagements focus on:

  • Restoring decision leverage

  • Aligning leadership capacity with complexity

  • Installing operating clarity

  • Correcting execution breakdowns

  • Rebuilding accountability where it has eroded

This is not theoretical guidance.
This is applied structural work inside the business.

What Advisory Engagements Are Not

To be explicit, Advisory Engagements are not:

  • General business coaching

  • Motivation or mindset work detached from structure

  • Strategy decks without execution responsibility

  • Fractional executive roles

  • “Advice on demand” relationships

If your expectation is inspiration, validation, or ideas without accountability, this will not be a fit.

How Engagements Are Structured

1. Diagnosis (Required)

All engagements begin with the KBDS Diagnostic.
There are no exceptions.

We do not engage without first identifying the true constraint.

2. Design

Based on diagnostic findings, we design a targeted intervention plan that may include:

  • Structural realignment

  • Decision framework installation

  • Leadership role clarification

  • Operating cadence redesign

  • Execution discipline mechanisms

The scope is precise. There is no excess.

3. Implementation

TCG works directly with ownership and senior leadership to implement the design.

This may involve:

  • Direct leadership sessions

  • Embedded decision work

  • Operating system corrections

  • Accountability enforcement

We do not observe from the sidelines.

4. Measurement

Progress is measured against outcomes, not activity.

If results are not improving, the structure is revisited and corrected.

Who Advisory Engagements Are For

Advisory Engagements are designed for:

  • Owners and leadership teams of privately held businesses

  • $5M to $100M in revenue

  • Organizations where complexity has outpaced structure

  • Leaders who are willing to confront uncomfortable truths

  • Businesses ready to be precise, not performative

These engagements require commitment, access, and authority.

Who Advisory Engagements Are Not For

This work is not appropriate for:

  • Leaders seeking outsourced responsibility

  • Organizations unwilling to change structure or roles

  • Teams avoiding accountability

  • Businesses looking for quick fixes or cosmetic improvements

Clarity is only useful if acted upon.

The Standard We Operate By

TCG operates under a simple, non-negotiable principle:

If our involvement does not materially improve outcomes, we are the wrong partner.

That responsibility cuts both ways.

We do not accept engagements where:

  • Authority is fragmented

  • Decisions are deferred

  • Reality is avoided

Results require ownership on both sides.

CTA

Begin With Diagnosis

If your business has reached a point where effort no longer produces leverage, the next step is not more activity.

It is correction.

Start with the KBDS Diagnostic.

Start with the KBDS Diagnostic