Management Consulting Firm System
Management consultants who sell improvement and development projects to companies, with staged milestones and scheduled payments.
Every engagement as a card from discovery to impact measurement, with methodologies documented in the Forum and scheduled project installments.
No credit card required — your project is set up with the full system in under a minute
This is the system board as you'll receive it: workflow columns and starter cards showing the first steps
How does work flow in this system?
Every engagement is a card that starts in “Discovery” with listening sessions with the client and initial data gathering about their problem and ambition, then moves to “Diagnosis”, where consultants analyze the current state and document gaps and root causes on the card. In “Proposal”, the solution plan, timeline, and cost are written and presented to the client; once accepted, the card moves to “Implementation”, where workshops, training, and tool-building take place with the client's team, then to “Impact Measurement” to compare the indicators before and after the project, and finally to “Closure” with delivery of the final report and documentation of lessons learned.
Chat is the daily discussion channel with the client's side — arranging interviews with their staff, requesting data, or confirming a workshop time — while the methodologies the team crystallizes are documented in the Forum: new diagnostic tools, successful proposal templates, and a measurement approach that proved effective. That is how every project becomes intellectual capital the next engagements build on, instead of every engagement starting from scratch.
Dues manages the project's scheduled installments: the signing payment, the mid-implementation payment, and the closing payment, each recorded as it falls due and visible only to the project manager and the owner. The project manager reviews the “Implementation” cards weekly and makes sure every project is on schedule and on budget, and the client is added as a member of the project to view their engagement card, comment on it, and approve deliverables — instead of scattered correspondence where decisions get lost.
Who does what?
The operational roles in this system and each role's responsibility in daily work — assign them to your team as-is or adapt them to your reality.
Project Manager
Leads the engagement from discovery to closure, approves the proposal before it is shown to the client, reviews “Implementation” cards weekly, and adds the client to the project.
Consultants
Run the diagnosis, workshops, and tool-building with the client's team, and document methodologies and lessons learned in the Forum after each stage.
Client Counterpart
An added member who follows their engagement card, provides the team with data and staff for interviews, and approves each stage's deliverables through comments.
What's prepared for you from day one?
System units
- Tasks — A kanban board with workflow columns and execution cards
- Chat — The team's fast daily coordination channel
- Forum — Documented discussions in organized sections — decisions and knowledge that never get lost
- Dues — Internal money with strict privacy — dues, advances, and expenses
Forum sections (4)
- Methodologies & ToolsThe diagnostic and analysis frameworks and workshop templates the team adopts and refines from one project to the next.
- Proposal TemplatesSuccessful proposals to consult when writing a new one — with client secrets stripped out.
- Project Lessons LearnedWhat worked and what struggled in each engagement after closure — read before starting a similar project.
- General Professional DiscussionsManagement, organizational development, and professional news topics the team exchanges views on.
«Working Rules for This System» — Pinned in the forum
1) No work outside the system: every engagement has a card moving through the six stages. 2) No proposal is sent to a client before the project manager approves it on the card. 3) New methodologies and tools are documented in the Forum as soon as they crystallize — knowledge belongs to the firm, not to individuals. 4) Impact indicators are written on the card during “Implementation”, not after it ends. 5) Project installments are recorded in Dues as they fall due, and implementation does not start before the signing payment.
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