Representative Outcomes

TCG engagements often involve sensitive operational realities, personnel constraints, financials, and—in deal work—terms and risk exposure. We do not publish client names by default.

Instead, we publish what matters: observable outcomes.

These are the kinds of changes that typically occur once decision rights, cadence, accountability, and process control are corrected:

• Reduced owner decision load by 40–70% within 90–120 days by clarifying decision rights and installing execution cadence

• Increased closure rate on priorities by 25–50% by implementing an issues list with owners, due dates, and weekly resolution rhythm

• Cut “fire drills” and escalations by 20–40% through tighter handoffs, meeting discipline, and clear accountability

• Improved cross-team alignment (less rework, fewer misses) by installing a single operating rhythm and scorecard

When workflow constraints and “silent failure points” are surfaced and fixed:

• Reduced rework, returns, and internal defects by 15–35% through process control and root-cause discipline

• Increased on-time delivery by 15–30% by fixing handoffs, work-in-process overload, and capacity planning

• Reduced cycle time by 10–25% by removing bottlenecks and standardizing execution

When a company stops running blind:

• Improved forecast accuracy and cash predictability by installing weekly operating metrics and controls

• Reduced margin leakage by tightening estimate-to-actual discipline and eliminating recurring operational waste

• Improved decision velocity by replacing “opinions” with a simple, trusted scorecard

When “good people in a bad system” stops being the excuse:

• Increased managerial effectiveness by defining roles, decision rights, and measurable ownership

• Reduced “hero culture” dependency by institutionalizing process and cadence

• Improved retention and morale by removing recurring friction and chronic ambiguity

When the goal is deal clarity, risk visibility, and term protection:

• Surfaced operational deal-killers early—before time and money were wasted

• Identified hidden execution risk behind “good numbers” (owner dependence, undocumented process, weak reporting, key-person risk)

• Strengthened terms to protect downside (working capital realities, integration risk, performance assumptions)

• Produced a clear “must be true” list for the deal thesis to hold

This page is not a list of promises. It’s a set of representative outcomes that occur when:

• the diagnosis is accurate

• the sequence is correct

• execution is disciplined and measured

If you want a motivational speech, look elsewhere.
If you want measurable change, start with KBDS.