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Advice, a plan, or someone accountable for shipping it.

Engagements usually start in one of these three and move between them. You are not locked into a package, and there is nothing here I will try to upsell you into.

Which one is you

Start from what is happening, not from a service name.

If two of these describe you, we scope one and write the second as a follow-on.

01

Executive Advisor

Cut through tech complexity for faster, better decisions.

A standing second opinion on technology decisions — vendor claims, architecture trade-offs, build-vs-buy, and what a proposal will really cost you to run.

You do not need a vendor to tell you what to buy. You need someone with no stake in the answer who has sat on both sides of these decisions and can tell you, plainly, what the trade-offs are.

This is a recurring conversation, not a deliverable. Bring the roadmap, the vendor deck, the reorg, the architecture argument your team cannot settle — and get a straight read on it while the decision is still cheap to change.

A good fit when

  • You are the most senior technical decision-maker and have no peer to pressure-test with.
  • You are being asked to approve spend you cannot fully evaluate.
  • Your team is split on a direction and needs an outside tiebreaker.
02

Digital Transformation Strategy

Out of firefighting and into a deliberate plan tied to business goals.

A written plan that names the problems worth solving, the order to solve them in, and the business outcome each one is tied to.

Firefighting is a symptom. The work starts by looking at how the operation actually runs — the handoffs, the rework, the spreadsheets holding things together, the steps nobody owns — and finding where the time is going.

What comes out is a sequence, not a wish list: what to fix first, what it takes, what it changes for the business, and what to deliberately leave alone for now. It is people-centric and technology-agnostic. The tool is chosen after the problem is understood, never before.

A good fit when

  • Every quarter is consumed by urgent work and the important work never starts.
  • You have a technology roadmap that nobody can tie to a business goal.
  • You have had a strategy engagement before and nothing shipped from it.
03

Execution Support

Someone accountable for getting it done.

Hands-on delivery in whichever mode you need: run it, coach your team through it, or recover it.

Most transformation work does not fail at the strategy stage. It fails in month five, when the plan meets the calendar and nobody owns the outcome.

Three modes, depending on what you actually need. They can shift over the course of an engagement — starting in recovery and ending in coaching is a normal path.

Three modes

  • Just get it done

    Project and product management, leading delivery. I take the initiative and run it end to end — scope, sequencing, the vendors, the standups, the hard conversations — and you get status you can trust.

  • Help Me Grow

    PM and product coaching, so the team can do it next time. Your people run the work; I sit alongside them, in the real project, and build the muscle. The measure of success is that you do not need me for the next one.

  • Bring My Initiative Back on Track

    Project recovery. An honest assessment of where it actually stands, what caused the drift, and what it takes to land it — including the option that the honest answer is to stop.

A good fit when

  • The plan exists but nothing is moving.
  • You have capable people who have never run something this size.
  • A committed initiative is late, over budget, or quietly stalled.

How an engagement runs

Start small, then stay until it is running.

Explore with Dominik

Not sure which one you need? That is a normal reason to call.

  1. 01

    Explore

    Thirty minutes. You describe what is stuck. I tell you whether I can help — and if I cannot, I say so.

  2. 02

    Look at the operation

    Where the time goes, where the handoffs break, what the constraint actually is. Talking to the people doing the work, not just the org chart.

  3. 03

    Plan, then do

    A short written plan tied to business outcomes, and then the delivery itself. The same person on both.

  4. 04

    Hand it off

    Your team runs it. Documented, staffed, and owned internally. That is the end of the engagement, by design.

Not sure which one you need? That is a normal reason to get in touch.

How engagements work

What it costs, and what you get for it.

You are not buying hours and you are not buying a team. After a free 30-minute call I send one written offer for one piece of work: duration, outcome, price, and what I will not do.

Execution for a single initiative is a fixed fee, typically in the mid five figures. A four-week recovery or strategy sprint is lower than that. Advisory is a monthly retainer, only after we have already worked together.

If the number is wrong for where you are, I will say so on the call.

The questions people do not ask out loud

Fair objections to hiring one person.

Can one person handle a company our size?
Sometimes not, and I will say so. There is a hard limit to what one person can take on at once. If I am not the right fit for what you need, hearing that on the first call costs us both thirty minutes instead of two quarters.
Why not hire a firm instead?
If you need a bench of twenty, hire the firm. What you get here instead is that the person who writes the plan is the person who delivers it, with no account manager in between, no software to sell you, and no platform to defend.
What actually happens on the first call?
Thirty free minutes. You bring one stuck thing. You leave with three places work is getting stuck, one move for the next 30 days, and a one-page note from me the same day. If you do not need me, I say so — that is a normal outcome, not a failed call.
What if you are unavailable mid-engagement?
The engagement extends. There is no bench to swap in — that is the trade for getting one experienced person instead of a team. Two things limit the damage: the fee is fixed, so a delay costs you time and not more money, and the plan, the open issues and the owners are written down as we go, so the work is not sitting in my head.
What happens when the engagement ends?
Your team runs it, documented and owned internally. That is the end of the engagement, by design. The goal is a clean handoff, not a retainer — no ongoing dependency and no upselling.

Bring the messy version.

You do not need a defined scope to start. Describe what is not working and we will figure out together whether this is a call worth having a second one of.

You leave with three places work is stuck, one move for the next 30 days, and a one-page note the same day.

Explore with Dominik

30 minutes. No pitch. No deck.

Prefer email? info@tansfom.com