Attribution styles differ because the work does. We keep mild dissent in the record; a wall of praise is not a consulting artefact.
The promise map in week 2 showed our CS team carrying a warranty we had never costed. Finance had treated it as goodwill. It is now a line.
Channel Mix Intensive was slower than I wanted. The partner-score worksheet, though, is the only reason we still talk to two regional distributors instead of five.
★★★★☆
Unit Economics Fieldwork cleaned the contribution file. I deducted a star because the homework assumed we could extract returns data from a system we do not have. We improvised with warehouse notes.
Board Pack Translation did what it said: six slides. Our chair still asked for an appendix. At least the appendix is now optional instead of the whole meeting.
Longer notes
Case · export tooling
A canvas that retired three “strategic” SKUs
A mid-size tooling exporter arrived with a canvas that listed eight value propositions. Artefact intake showed three SKUs absorbing setup time without covering the associated changeovers. Week 5 named the constraint as press capacity, not “brand.” The company still sells one of the three SKUs to a historic account; they now know it is a relationship cost, not a growth line. Revenue the following quarter was slightly lower. Contribution was not.
Case · bilingual SaaS
Forecast theatre versus booked implementations
Revenue Architecture Clinic spent two sessions splitting “verbal yes” from signed statements of work. The founder’s original forecast implied a hiring plan the delivery team could not staff. After the clinic, hiring paused for a quarter. The founder described that pause as “the least glamorous outcome,” which is accurate. The delivery calendar is now the thing the board reads first.