Our Approach
Success =
① Right Challenges
+ ② Right Method
+ ③ Right Resources
+ ④ Right Price
Quick-Filtered Prioritization
① Right Challenges
Clarity of scope, desired outcomes, business case, and timeline/roadmap are paramount. Sometimes this is a straightforward documentation exercise. Other times there can be significant uncertainty or risks that must be understood and considered. Regardless of the situation, getting to clarity and solving the right challenges is step #1.
TMPI applies proven tools and techniques to not only clarify opportunities, but also help you prioritize them.
② Right Method
Classic training with Andersen (now Accenture) and decades of experience are baked into our proven methodology. We bring visibility, accountability, and controls to your transformation.
Typical components include rules of engagement, governance, structure, cadence, RACI, roadmaps, charters (scope, business case, milestones, KPIs, and risks), structured meetings, communication, training, and change management. We can dial the rigor up or down based on the situation/phase or workstream requirements.
③ Right Resources
TMPI leverages a vast network of primarily ex-big firm management consultants that now work independently. We have vetted, hired, and deployed hundreds of consultants using our model. We have proven that selecting the right resources for your specific program is the best way to maximize your potential.
And, our solution is scalable as demonstrated when we hand selected over 50 dedicated resources across 22 workstreams in less than 90 days. That program delivered $240M in net annual savings, came in $80M under budget, and generated $93M in net cash flow in less than 2.25 years!
④ Right Price
TMPI takes pride in being a fantastic value, which we define as high quality at a reasonable price.
The independent model means low/no overhead, so all of your money (investment) goes to quality management consulting, not to a firm’s rent or annual retreat.
We pass through any approved business expenses at cost, because treating your budget as our profit center is inappropriate (even if it is common practice).
