What you get for a day of access.

A written document, ranked, in plain words, and a session to walk you through it. Not a deck. Not a proposal dressed as a report. You can take it and do the work yourself, and some people will.

The day

On site. I do not do this from a questionnaire.

Block	What happens
Before	You send the last twelve months of numbers and whatever is written down about roles, goals and pay. Usually that is a short list, and that is a finding.
Morning	You and I, then each of your leads, separately. I ask the same questions and hear four answers instead of one.
Midday	The team, in small groups or one at a time. The four-minute test runs here. The people doing the work usually know what is wrong.
Afternoon	I watch the work move. Where a job starts, who touches it, where it waits, who decides, where the money leaks.
After	I write. You get the report inside 10 business days and we sit down for 90 minutes to go through it.

The report

Eleven parts. Same structure every time, so you can compare it to the next one.

01The verdictOne page. What the business is, what is holding it, and what I would do first. If you read nothing else, read this.

02What I looked atWho I spoke to, what numbers I had, what I could not get, and the four-minute test result as a percentage.

03The business on one pageStrengths, weaknesses, opportunities, threats. Each line a fact with a number, and a fourth table that says what the four cells imply, in order.

04Opportunities, rankedEach one with what it is worth, what it needs, the first step, and who owns it. The arithmetic shown.

05Risks, rankedEach one with what it could cost, how likely, the early warning sign, and the first step. Including the ones you would rather not see.

06What is quietly costing you moneyRework, waiting, unbilled time, discounts nobody approved, the job that always runs over. Counted, not described.

07The six conditionsDirection, structure, safety and voice, loops, fit, consequences. Each read at team level in one line: absent, informal, or working.

08Who actually decides whatDecision rights as observed, not as intended. Usually everything comes to you, and that is why it slows down when you leave.

09Three things firstIn order. With a date on each.

10What I will not recommendAnd why. If the answer to your problem is not something I sell, the report says so and names who does.

11The follow-up dateOn the last page, agreed before you sign. A report without one is theatre.

What I need from you

Honest answers, and these.

Twelve months of numbersProfit and loss by month, the balance sheet, receivables and payables aged. Whatever form they are in.
Whatever is written downJob descriptions, goals, pay plans, the org chart, the last review anyone had. If none of it exists, say so. That is an answer.
A dayYou for two hours, each lead for 45 minutes, the team for the middle of the day, and permission to watch the work.
The awkward versionWhat you suspect, what you are avoiding, and who you are worried about. I will find it anyway. Telling me saves a day.

What happens after

Three outcomes. All of them fine.

You do the work yourself. The report is written so that you can. The three-things-first page is a plan, not a teaser.

We build the Gameplan. Half a day with the team, and one document the business runs on. What is in it.

It is not a job for me. Then the report names who it is a job for, and I make the introduction.

Analyses allocated, Q4 20263

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Signed02 SEP 2026 Signed by Spencer Pallone Helm, 02 SEP 2026

LEGATIS EXECUTIVE PARTNERS INC · VANCOUVER, BC hello@legatis.ca

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