Engagement
What a first engagement involves
One live decision that has not been made yet. The people who own it. Your numbers. Weeks, not months.
Five steps
The decision, its constraints, the outcome expected — and what makes it hard to run.
The method, which engine fits the decision, and a demonstration on a situation like yours.
Inputs built with your team, then the analysis run on the real decision — not a sample or a sandbox.
The answer, the assumptions under it, and the points at which it would reverse.
Inputs revised against the discussion, the analysis re-run, the decision ready to sign.
Each step is scoped and priced before it begins. Nothing is open-ended, and the engagement can stop at any point with something usable already delivered.
What you bring
- A decision not yet made, with a date attached.
- The three or four people who own it, including whoever signs.
- Your own numbers — volumes, margins, costs, timing.
What you will not need
- No IT project. Nothing integrates with anything.
- No data cleanup. Missing figures become assumptions and get tested.
- No adoption programme. The people accountable are the people who run it.
What you are left with
- A decision you can sign — and the record of how it was reached: every assumption, who confirmed it, and the point at which it reverses.
- The engine itself, if you want it. A deck is a photograph of one moment. When a competitor moves or an assumption proves wrong, the engine re-runs; only what changed gets changed.
- A licence, if it goes further. Level depends on the functionality you need — a separate conversation, and only after the method has proved itself.
The same decision, six months later, does not start from nothing.
Depth to suit the decision
- Full configuration for decisions carrying real consequence — every criterion, the competitor's position modelled alongside yours, the challenge and audit layers, the full governance record.
- Stripped back for the routine ones — a price reviewed each quarter, a mid-sized award, a bid too small to justify a week of analysis and too large to guess at.
- Same structure underneath. That is what makes the light version trustworthy rather than merely quick.
The flagship decision was always going to get analysed. The value is in the forty that were not.
Why weeks, not months
The method is already built. What normally consumes the first half of an engagement — deciding how to approach the problem, designing the analysis, building the model — is not work you are paying for. The time goes into your decision instead.
Three ways an engagement runs
- Direct. Decisiums runs the engagement with the client team, on their decision, in their environment.
- Co-delivery with a partner firm. The partner leads the client relationship and brings industry context; Decisiums brings the method and runs the engine. Methodology depth and relationship depth are different capabilities, and the decisions worth this treatment usually need both.
- Methodology transfer or licence. Partner firms and in-house consulting groups adopt the engines as a permanent capability, calibrated against real engagements rather than handed over in a slide deck. Licensing suits firms with the decision-analysis depth to run them unaided.
The engines outlive the engagement
Each engine is a single file, dependency-free, and runs inside your own environment with no external infrastructure. Nothing about the method requires Decisiums to keep existing for the capability to keep working — and agreements can be structured to guarantee that explicitly.
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