Contract
Every engagement I run — consulting, coaching, workshops, diagnostics — runs on one contract between two parties. It is short enough to hold in your head and specific enough to hold both of us to.
I commit to the work we agree on.
You commit to facilitating anything necessary to see to it that work becomes sustainable.
Everything else on this page is what those two commitments look like in practice.
Principle
I guarantee the ingredients. You guarantee the plate.
Every engagement comes with my full commitment to deliver the most accurate read, the most honest advice, and the most effective framework I am capable of producing. What you do with it in your building is yours. The operator who executes the work gets the result. The operator who understands it but does not act on it does not. That is not a consulting failure. That is an operator decision. And operator decisions are the one variable no consultant can control.
Most consultants in this industry hedge their promises into meaninglessness. Results may vary. Individual outcomes depend on effort. Past performance is not indicative of future results. By the time you finish reading the fine print, the promise has promised nothing.
This contract is different. It names what I hold myself accountable to, and what I hold you accountable to. Both sides on paper. Both sides in play.
Accountabilities
Two accountabilities, one qualitative, one quantitative. Both are mine to hold.
The qualitative accountability. If you do not find the work effective for your business, I keep working with you at no additional charge until you do. The engagement does not end when the invoice is paid. It ends when the work has done what it was supposed to do.
The quantitative accountability. Every engagement fee carries a 10x return target, measured against the outcomes we agreed on before we began. The math is deliberate. A five-figure engagement is aimed at a six-figure return. A six-figure engagement is aimed at a seven-figure return. Return is measured in what the engagement produces — cost savings, margin recovery, revenue growth, or a combination — against your specific operation and the goals we set at the start.
Anything less than a 10x return does not justify the disruption, the time, and the commitment a real engagement requires from you. So that is the target we build toward from day one. Before any engagement begins, we agree on exactly what success looks like and exactly how we will measure it. You know what we are working toward before you spend a dollar.
If we do not reach it, I keep working until we do.
Reciprocity
These are not disclaimers. They are the terms of a working relationship between two operators who both have skin in the game. Three accountabilities on your side.
One — you have to want to change.
I cannot help an operator who does not want to be helped, and I do not try. If you are not ready to change how you see or run your operation, no engagement — with me or anyone else — will produce a different outcome. This is also why most training does not work. The operator shows up looking for confirmation, not recalibration. I am not in the confirmation business.
Two — I give you my best advice. What you do with it is yours.
I will tell you exactly what I see, exactly what I think it means, and exactly what I would do about it. Whether you act on that advice is your decision. An operator who consistently chooses not to act on sound advice is not experiencing a consulting problem — they are experiencing a lost-opportunity cost problem. I will name that clearly if it comes up.
Three — I will help you execute a plan I believe has a chance. I will not help you fail.
If there are three options and I recommend the first but you prefer the second and I think it will work, I will help you execute the second. If you prefer the third and I am certain it will not work, I will tell you that — and I will not take your money to watch it fail. A consultant who says yes to everything is not an advisor. He is a vendor. I am not a vendor.
Facilitation
Beyond the three above, the operator’s side of a client-partner engagement carries operational obligations that make the work executable inside the operation.
You are responsible for internal scheduling, reasonable access to key personnel, on-site administrative support when the engagement calls for it, and reasonable access to past and current operational documentation that would aid the work.
Both parties agree to communicate any findings or developments that would impact the success of the engagement, as they emerge, so appropriate action can be taken.
Facilitation is not a formality. It is what makes “the work we agree on” possible inside your building. An operator who commits to the engagement but not to facilitating it is not committing to the engagement.
After
When the formal engagement ends, I do not disappear.
I will call six months later to see how things are going. Sometimes I show up in person. The relationship does not end because the checks stopped. I do not stop adding value just because the invoice is closed.
That is what client-partner means. Not a contract that runs and terminates. A relationship the contract governs while the paid work is active, and that continues on its own terms after the paid work is done.
Fit
Every engagement I run starts with a read — the diagnostic that produces the agreement about what work needs doing.
If you have not run one yet, start here. If you have run one and you are ready to talk about paired engagement, book a call.
Read the contract before we start. If any clause on this page does not fit the way you want to work, the engagement is not the right shape. That is not a failure. It is the contract doing its job before the work does.
