Name the real tension
I begin by asking where you feel pressure first. Maybe a line stalls too often, a warehouse stays full, or a client pays later than your comfort allows. We define that tension in one sentence, from the plant floor perspective, before we open any spreadsheets. This keeps the work rooted in lived experience rather than abstract targets.
Sketch the decision clearly
Next, I introduce one or two simple frames, like the Three-Lens Review or the Line-of-Sight Map. Together, we connect your operations, contracts, and capital choices on a couple of sheets of paper. This turns scattered details into a picture you can share with supervisors, finance staff, and leadership without losing nuance.
Test against simple scenarios
Then we imagine a few grounded futures: softer demand, steady demand, and stronger demand. For each one, we note what happens to volumes, labour, and cash timing. This is not forecasting. It is a way to feel how fragile or resilient a decision might be under different Canadian conditions in 2026.
Leave with a shareable summary
Finally, I write a short, plain summary: the decision on the table, the options we saw, the trade-offs you cared about, and the early signals to watch. You leave with notes that can travel across your organisation, supporting future reviews and helping new team members understand the path you chose.
