Fewer priorities.Better decisions.
Harrow & Vale helps CEOs of growing companies decide what matters, say no to the rest, and make it stick with their team. Three partners. No juniors on your work.
Scroll — the picture assembles
/01 Practice
Five kinds of hard decision.
- 001A plan the team can say out loud6–10 weeks
Strategy & planning
We turn forty good ideas into five real priorities, with owners, numbers and a calendar. Then we check in every quarter.
- 002Who decides what, and how fast8–12 weeks
Operating model
Decision rights, meeting rhythm and reporting lines, redrawn so the CEO stops being the bottleneck.
- 003Charging for the value you create4–8 weeks
Pricing
Price architecture, discount rules and the sales conversations that go with them. Usually the fastest margin you'll ever find.
- 004The first hundred days after a deal100 days
Integration
Clear calls on systems, people and customers, made in the first month instead of argued about for a year.
- 005Founder to CEO, CEO to successor3–6 months
Leadership transitions
A calm handover plan for the most fragile moment a company has. Board, team and customers all briefed in the right order.
engagements since 2011
of clients come back
partners, all senior
Sample Figures for a fictional firm.
/02 Selected work
Names withheld. Results kept.
Forty initiatives became six.
The leadership team had more projects than people. We ranked every one against cash and customer impact, killed thirty-four, and put the survivors on a single page.
A founder stepped back without the wheels coming off.
Eighteen months of planning compressed into one clear sequence: new CEO, new board seats, the founder's new role, all announced the same week.
Prices went up. Churn didn't.
We rebuilt packaging around the three things customers actually paid for, then trained sales to explain the change before renewal season.
/03 Approach
Diagnose. Decide. Deliver.
- I
Diagnose
Two weeksWe interview your leadership team, a handful of customers and the numbers. You get an honest picture of what's actually in the way, on four pages.
- II
Decide
Three weeksTwo working sessions with your leadership team. We leave with a short list of decisions, each with an owner and a date. Everything else is parked, on purpose.
- III
Deliver
One quarterWe sit in your leadership meetings to keep the decisions honest, and adjust when reality disagrees with the plan.
/04 Insights
Notes from the room.
“They made us say out loud what we were never going to do. The rest of the year got easy.”
/05 Questions
How big are your clients?+
Mostly privately held companies between $30M and $500M in revenue, usually with a founder or family still involved.
Who actually does the work?+
Partners. We don't staff engagements with junior analysts. The person you meet in the first conversation is the person in the room.
How do you charge?+
A fixed fee per engagement, agreed before we start. No hourly billing and no surprise extensions.
Can you help us implement, or only advise?+
Both. Most engagements end with us attending your leadership meetings for a quarter to make sure the decisions hold.
What does the first conversation cost?+
Nothing. It's an hour, and you'll leave with at least one idea you can use even if we never work together.
/06 Contact
Tell us what's keeping you up.
One hour with a partner, no charge. If we're not the right fit, we'll tell you who is.