How We Work

Diagnose. Design. Execute.

Every consulting engagement follows the same three movements, at whatever scale the question requires — from a two-week diagnostic to a full programme with implementation support.

Diagnose

We establish what is actually happening before proposing anything. That means management and staff interviews, a review of financial and operating data, market context, staffing analysis, and mapping where the business is under pressure.

Agreed question and scope, in writing
Data request and interview programme
Quantified diagnosis of the real issue

Design

We build practical options — funding, restructuring, growth, scaling, staffing, liquidity management, regional entry or operational improvement — and set out what each one costs, what it risks, and what has to be true for it to work.

Two to four viable options, not one recommendation
Financial impact and risk for each
A decision paper management and boards can use

Execute

Advice that stops at the report tends not to survive contact with the business. Where clients want it, we stay involved through implementation until the change is holding on its own.

Execution roadmap with owners and dates
Performance dashboards and governance routines
Investor materials and stakeholder engagement

Engagement Formats

Scoped to the question, not to a template.

Four formats cover most of what clients need. The right one depends on how well defined the problem already is.

Format	Best for	Typical shape	Output
Diagnostic Review	Something is wrong but the cause is not agreed	Short, focused, senior-only	Written diagnosis, quantified, with recommended next step
Full Engagement	A defined problem needing analysis and a plan	Diagnose, design and decision support end to end	Options paper, financial model, implementation plan
Execution Support	A decision already taken that must now land	Working alongside management through delivery	Roadmap, dashboards, governance rhythm, progress reporting
Advisory Retainer	Ongoing access for boards and founders	Standing availability plus periodic reviews	Board papers, reviews and on-call advice

What To Expect

Clear on both sides, from the first meeting.

Consulting goes wrong most often for procedural reasons rather than analytical ones: an unclear question, unavailable data, no decision-maker in the room, or a recommendation nobody owns. We try to close those gaps before the work starts.

The first conversation costs nothing and is usually enough to tell whether we are the right people for the problem. If we are not, we will say so.

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Our commitments

A written scope — the question, the boundaries, the timeline and the fee basis, agreed up front.
Senior attention — the people who scope the work are the people who do it.
Straight answers — including when the answer is that the business does not need the engagement it asked for.
Confidentiality — the consulting practice is run separately from the investment business, and client information does not cross between them.
No dependency by design — the aim is to leave management able to run the change without us.

TaSimba Consulting

Start with a conversation, not a brief.

Describe the situation in your own words. We will come back with what we would look at first and how long it would take.

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