Engagements

What the work actually looks like.

Every engagement below is published anonymised, at sector level, and carries an explicit evidence label. Client names appear only with written permission on file, and where an engagement is illustrative rather than a reported outcome, it says so in the same visual weight as the claim.

Engagements listed: 6
Named clients: None without written permission
Evidence labelling: Applied to every entry
References: Supplied as a separate annexure

Read this first

On evidence and case studies

Client case studies, references and letters of good standing are supplied as a separate annexure and are updated quarterly. Where an example is a concept or pilot engagement rather than a paid client outcome, it is labelled as such in the same visual weight as the claim. This is the firm’s own standing rule, and it is applied without exception.

Illustrative engagement

Structurally representative of the firm’s work in this sector. Client identity withheld. Figures shown are the kind of measures agreed at the Define stage, not reported results.

Measured outcome

Figures are the client’s own agreed measures, sourced and dated. Client identity withheld pending written permission.

Referenced client

Named with written permission on file. A reference letter is held in the annexure register and is available on request.

Engagements

02By sector

By sector

Six engagements, told as diagnoses rather than portfolios.

Higher Education

A faculty at a South African public university

Illustrative engagement

A faculty asked for a website. The problem was three levels up.

The site was dated, but the applicants were not lost at the website. Three departments described the faculty’s offer in three incompatible ways, and no one owned the message. The recruitment problem sat at level two, strategy and clarity of direction, and level seven, positioning and message. A new site built on the existing message would have reproduced the confusion at higher resolution.

Diagnostic hierarchy: Levels 2 and 7 · 11 weeks

Municipalities

A Free State local municipality

Illustrative engagement

The information existed. It could not move.

The communications unit was producing content. The problem was upstream: service delivery information passed through four manual approval steps and two re-keyings before it could be published, by which time it was between five and nine days old. A social media strategy would have distributed stale information faster. The problem sat at level three, governance and process, and level six, systems and data.

Diagnostic hierarchy: Levels 3 and 6 · 9 weeks

Government

A provincial government department

Illustrative engagement

An AI position that survived the governance committee.

The department could not answer four questions the governance committee would certainly ask: who is accountable for a wrong answer, what data leaves the department, what happens when the assistant is wrong in public, and how the decision gets reviewed. The tool was not the decision. The governance position was.

Diagnostic hierarchy: Levels 1 and 3 · 7 weeks

NGOs and Development

A community development organisation in the Free State

Illustrative engagement

The impact was real. It was trapped in a 90-page report.

The report was not badly designed. It was structurally unusable: the evidence of impact was present but buried, the method was not stated, and a funder could not extract a defensible figure in under twenty minutes. Design would have made an unusable document attractive. The problem sat at level six, systems and data, and level nine, measurement.

Diagnostic hierarchy: Levels 6 and 9 · 6 weeks

Professional Services

A Free State professional services firm

Illustrative engagement

Plenty of enquiries. Almost no proposals.

Traffic was adequate and enquiries were arriving. Only a minority became proposals, and nobody could say why because the step was not instrumented. Adding traffic to an uninstrumented conversion step would have increased the cost of the same outcome. The problem sat at level nine, measurement, and level seven, positioning.

Diagnostic hierarchy: Levels 7 and 9 · 8 weeks

Higher Education

A senior researcher and their research group at a South African university

Illustrative engagement

A research record the institution could not show.

The institutional template served administration, not reputation. The publication record existed on ORCID and Google Scholar but was not presented anywhere a funder, collaborator or prospective postgraduate would look. This is a presentation and retrieval problem, not a research problem.

Diagnostic hierarchy: Levels 7 and 8 · 4 weeks

What a buyer can inspect

03Due diligence

Due diligence

Where a case study is not enough, ask for the document.

For institutional buyers, documented method is usually more persuasive than a portfolio, and it is scored.

Claim	What can be produced on request
We diagnose before designing	The Discovery and Diagnostic Protocol: interview structure, six audit types, and the nine-dimension GoTo360™ scoring guide.
We control quality	A four-level review standard. Nothing leaves the firm on the strength of the person who made it.
We control scope and cost	A gated engagement procedure with a one-page change order signed before any additional work is performed.
We transfer knowledge	A handover and knowledge transfer standard specifying eight sections of content.
We protect information	A POPIA and data protection policy covering both responsible party and operator roles, with a named Information Officer.
We can transact with institutions	A public sector compliance pack maintained continuously rather than assembled when a bid appears.

Requesting references

References and letters of good standing are supplied as a separate annexure, updated quarterly, on request as part of a bid or due diligence process.

Book a Discovery Session

The most useful first step is a discovery conversation.

A structured session that produces a written problem statement, whether or not it leads to an engagement. If the problem is not one we should be paid to solve, we will say so.

Book a session Send an enquiry instead

Enquiries acknowledged within one business day, always.