Your challenges · Structuring and organising
How do you grow without carrying it all alone?
The first employees arrive, so do the clients, and everything still goes through you. This is the time to put in place an organisation that runs without you.
From 60,000 XPF excl. tax · the structuring diagnostic
What we see
Structuring and organising: what is at stake.
Between three and fifteen people, a business changes in nature. What worked with two no longer works with ten: tasks overlap, tools pile up, cash gets tight, and the business leader becomes the bottleneck.
We start from your real weeks: who does what, where work waits, where information gets lost. Then, together, we write down the organisation that gives you back your time.
What we bring
- An outside view, with no habits and no filter
- The experience of a business leader who founded, grew and then sold a company
- Fixed prices, in writing before we start
- Written decisions, at every step
One in two SME and mid-sized company leaders say they feel isolated, in a survey of 2,400 business leaders.
of businesses still active five years after start-up employ at least one person. Getting past the first hire remains the exception.
Our view
An organisation that runs without you.
Clear roles
Who does what, who decides, who stands in for whom: written down, shared, applied.
Simple processes
Quotes, invoicing, purchasing, recruitment: the tasks that come round every week, written down once and for all.
Tools that talk to each other
Software chosen for your needs, not for its demo, and data entered only once.
“Delegating is not letting go. It is writing down what matters, so that others can do it.”
Your needs
Your situation, our advice.
Each situation calls for its own option. Here is what we recommend, depending on what you are looking for.
Want to delegate without losing control?
- What am I the only one able to do?
- How do I hand over a piece of work and keep track of it without redoing it?
- Do I need a right-hand person, and in what role?
Want to organise the work?
- Where do we lose time each week?
- Which processes should we write down first?
- How do we bring a new employee up to speed in one week?
Want to choose your tools?
- Which business management software suits our size?
- Should we keep the spreadsheet, and to what extent?
- How do we change tools without stopping the business?
CAP ESSOR · step 2, structure
The options
A diagnostic to start with, then an engagement, monthly support, or both. Fixed prices, in XPF excluding tax.
Diagnostic
The structuring diagnostic
60,000 XPF excl. tax
Half a day
- Half a day on your premises: your workflows, your figures, your tools
- A decision page within 48 hours
- Three priorities ranked by gain and by effort
- Its price is deducted from the engagement if it follows within thirty days
Engagement
The structuring engagement
432,000 XPF excl. tax
4 days over six weeks
- Roles and delegation in writing: who does what, who decides what
- The essential procedures, one page each
- The right tools: three options compared, a reasoned decision
- A dashboard of five key figures
Support
Ongoing support for the business leader
51,000 XPF excl. tax / month
Half a day per month · 12-month commitment
- Half a day every month
- Your dashboard, with commentary
- The month’s decisions, in writing
- A six-month review to adjust course
The diagnostic is deducted from the engagement if it follows within thirty days.CAP DÉPARTCompare all services on the Pricing page
In practice
What happens in the structuring diagnostic
Before · Your documents
Your latest annual accounts, cash statements and a list of your tools.
On site · Four hours
With you and your team, as close as possible to the day-to-day work.
After · Your decision page
Within 48 hours, with your three priorities.
Example engagements
What does an engagement look like?
Example engagement
A twelve-person construction company
- The situation
- The manager approves everything, from quotes to leave, and takes paperwork home every evening.
- Our response
- Half a day of diagnostic, then an engagement: roles, delegated authority, three processes in writing.
- The goal
- Give the manager back one day a week.
Example engagement
An eight-person services firm
- The situation
- Four tools that don’t talk to each other, double data entry, invoicing errors.
- Our response
- A map of the tools, a specification, then help choosing a solution.
- The goal
- A single tool and a switchover timetable that was kept.
Typical situations, built from frequent requests: they show how we work; they do not describe real clients.
Frequently asked questions
Where do I start?
With the diagnostic. It is the first step, at a fixed price, and it ends with a written decision. Its price is deducted from the engagement if it follows within thirty days.
Engagement or support?
An engagement builds something specific, in one go: a plan, an organisation, a dossier. Support follows you every month to hold the course. Many clients go on from one to the other.
Can I stop the support?
It is a twelve-month commitment, billed monthly, and it never renews automatically: at the end, you decide.
Doesn’t my accountant already do this?
Your accountant records the past. We decide what comes next with you: organisation, pricing, tools, future cash flow.
How much of my team’s time will it take?
A few hours of interviews. We fit around your business.
Insights
Our insights on the subject.
Let’s talk about your project
Tell us where you stand: a reply within 24 hours, from Nouméa. The first conversation commits you to nothing.
Other challenges