We keep our own methods under version control, and the changelog is a record of our mistakes. Session 24 of any engagement uses the current version, not the one we were fond of when the practice began. Practices that cannot change cannot stay honest.
How the problem was first framed. Field notes are written for practical readers: they show the question, the friction, the evidence worth keeping, and the next conversation a team should schedule.
We map inputs, owners, blind spots, and handoffs before recommending a sequence. The output includes a working memo, a workshop trace, and a check list for the next review. Lane 1 carries this work under the name Visit route planner.
ContactWhere the transition broke and what fixed it. Field notes are written for practical readers: they show the question, the friction, the evidence worth keeping, and the next conversation a team should schedule.
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The one document the team still uses six months later. Field notes are written for practical readers: they show the question, the friction, the evidence worth keeping, and the next conversation a team should schedule.
ContactThe most useful question in a difficult meeting is often the plainest: what would we need to believe for this to be the right call? Naming the belief turns an argument into an evidence question, and evidence questions can actually be settled.
Clients in Toronto and beyond sometimes wonder why our proposals are short. Brevity is not haste: it is the result of deciding what we will not do. A proposal that lists everything signals a plan that has not yet been thought, however thick it feels.
At the end of an engagement we hold a closing session with no agenda except the client’s questions. It is often the most valuable hour of the work, because it is the moment the record we built together becomes the record they will use alone.
When a new client arrives with a stalled initiative, the first session rarely touches the initiative itself. We look instead at how choices were made, who owned them, and where the trail goes cold. That diagnostic habit shapes everything we deliver.
Assumptions are cheapest to surface at the start and most expensive to discover at the end. We spend the early days of any engagement mapping what is being taken for granted, and the map is more valuable than the deliverable it precedes.