We call our working framework LOOK DEEPER. It's not a proprietary method or a rigid checklist — it's a disciplined way of making sure the problem being solved is the right one, and that the solution is measured once it's in place.
Each stage informs the next. In practice we often loop back as new evidence appears.
We start with the stated challenge, why it has become a priority now, the outcomes you want, and how different people in the business see the problem. Disagreement between stakeholders is often useful evidence in itself.
We review the data you have, gather first-hand customer evidence, observe the customer journey and internal processes, and consider how your market and customer base may be changing.
We set out the plausible explanations side by side and test them against the evidence — including the explanation everyone already believes. Sometimes the original diagnosis holds up. Often it needs refining.
Not every finding deserves action. We assess options by expected value, how confident we are, cost, practical constraints, and how quickly each one would tell you whether it is working.
We help design and put in place the agreed changes — to a process, an offer, a sales journey, a reporting system — with defined responsibilities, milestones, and specialist support where needed.
We compare outcomes against the baseline agreed at the start, separate signal from noise as honestly as the data allows, and adjust the plan based on what we learn.
Sales have slowed, and the first proposal is to spend more on advertising. That may be right, or it may treat a symptom. Choose a possible cause to see how we would test it before recommending anything.
What you can see
Sales have slowed.
Untested assumption
“We need more advertising.”
The quickest answer, and sometimes the right one. It is a guess until the evidence says otherwise.
Possible causes to test
Pick a branch to test.
Each branch is a hypothesis. Open one to see the question we would ask, the evidence we would examine, and what we might do if that evidence supports it.
Use Tab or the arrow keys to move between causes.
Hypothesis
Are leads being converted into customers?
Improve the specific weaknesses in the sales process that the evidence points to.
Hypothesis
Do buyers have what they need to decide?
Test clearer information and decision guidance where buyers get stuck.
Hypothesis
Does our offer resonate with the right customers?
Test a revised positioning or offer with the customers who matter most.
Hypothesis
Has the customer market itself changed?
Reconsider which segments or markets the business should focus on.
You've opened all four. More than one can be true at once, so the evidence, not the first guess, decides the order of work.
What happens in practice
An illustrative example. Choosing a branch shows how a cause would be tested. It is not a diagnosis of any business.
Business problems rarely respect department boundaries. Our lenses fall into three themes, and we choose the ones that fit the question — not every project needs every lens.
What are customers trying to achieve, and what stops them buying?
Where do you stand, how are you found, and how is demand changing?
What happens inside the business between first contact and a repeat customer?
A first conversation usually starts with questions like these:
Other questions emerge naturally as we talk — about what's at stake, what the evidence says about the suspected cause, who needs to be involved, and how you'll decide. There's no form to complete in advance.
Evidence is whatever genuinely helps tell competing explanations apart: sales and marketing data, first-hand customer conversations, observation of how a process really runs, and current information about your market. We are explicit about how confident we are, and where the evidence is thin, we say so and design the next step to learn quickly rather than pretend to certainty.
We don't promise a particular result. We do promise a clear account of what we found, why we recommend what we recommend, and how you'll know whether it worked.
The right solution begins with a better understanding of the problem.
Tell us what's happening and what you've tried. The first conversation is about understanding the challenge and whether we're a good fit, with no commitment on either side.
We use essential technologies to keep this site secure and working. With your permission, we'd also like to use Google Analytics cookies to understand how visitors use the site. Analytics stays off unless you accept. Privacy Policy