How do we define the scope?

We start with a call about the situation, the decisions you are trying to make, and where the work is stuck. I then define the questions discovery needs to answer, the people and systems involved, and the outputs you will receive.

What do we leave with?

A clear view of the current state, the main constraints, the decisions that need making, and a prioritised plan for what happens next. The format depends on the work, but it is built to be used by the team, not left in a deck.

Do we have to continue into an embedded agreement?

No. Discovery stands on its own. You can take the findings and plan forward yourself. Embedded is an optional next step if it makes sense for both sides.

Is implementation included?

The focus is diagnosis, direction, and a practical plan. I may fix small things when that helps us learn or unblock the work, but larger implementation sits outside the discovery engagement.

Discovery

Make the problem visible before committing to the build.

A focused engagement to map what is happening, find what is actually blocking progress, and decide what is worth doing next.

We start by making the work visible

The problem you arrive with is not always the problem holding the work back.

A CRM issue might really be an ownership issue. A website project might be stuck because nobody agrees on the story. Paid media might look expensive because the funnel stops being measurable after the form.

Discovery is where I get close enough to tell the difference.

I go into the systems, the work, and the way the team operates. I map what is happening now, test the assumptions around it, and turn the mess into a clear set of decisions.

From 35.000 kr ex. VAT.

What you get

A visual map of the current state
A diagnosis of what is actually blocking progress
Clear priorities and trade-offs
A practical plan for the work that should happen next
A decision session with the people who need to move it forward

The output should help the team act, whether I stay involved or not.

How it works

1. Get into the context

We agree on the questions discovery needs to answer. I get access to the relevant people, systems, data, and existing work.

2. Map what is happening

I follow the work across the team and the tools. That might mean the website, CRM, paid media, reporting, handovers, or the decisions sitting between them.

3. Find the constraint

I test what the team thinks is wrong against what the work shows. This is usually where a vague collection of symptoms becomes a problem we can actually solve.

4. Decide what happens next

You get the diagnosis, the priorities, and a plan. We make the key decisions together so the work does not end as another document waiting for an owner.

What happens after discovery

You can take the plan and run with it. That is a complete outcome.

If the work needs someone close to the team to build, operate, and adjust it, we can move into an embedded agreement. One day a week, with the context from discovery already in place.

There is no automatic second phase. We decide based on what the work actually needs.

Start with a conversation.