Structured Engagements.
Senior Work, Start to Finish.
Strategic Roadmap
Engagement
A fixed-scope project built around understanding how a firm actually operates today and designing a sequenced path forward, not implementing it. The engagement runs in two phases, which can be scoped separately or combined, and most clients choose the combined path.
weeks
What it is
A structured diagnostic of how the firm actually operates today. Not how leadership believes it operates, and not how the org chart suggests it should. The goal is a clear, honest picture of where things are working, where they are not, and what is driving the strain.
What it covers
How work actually moves through the firm across leadership, operations, and frontline functions. Where handoffs fail and workarounds have become permanent. Where data ownership is unclear and duplication has been accepted as normal. Where decisions are getting deferred or made without full visibility.
What it produces
The Phase 1 Diagnostic Package: an Executive Brief built to be read in five minutes or forwarded to your team, and the full Diagnostic Report behind it, a current-state snapshot across People, Process, and Platform with the reasoning behind each constraint. Alongside it, a prioritized list of what to address first and a short list of quick wins you can start immediately. And just as important as what to fix: a clear account of what we are deliberately not recommending you fix yet. Delivered together in a working session, not a file that lands in your inbox.
weeks
What it is
Working directly from the diagnostic, this phase produces the sequenced roadmap: a decision-centric plan for what to change first, what to hold, and what to deliberately set aside. The work at this stage is about sequencing and ownership, not tool selection or vendor recommendations. Those follow from good decisions. They do not substitute for them.
What it covers
How the firm's workflows should operate once the operating model is intentionally designed. Where decisions need to be made, in what order, and who owns them. Where tradeoffs exist between speed and control, automation and flexibility, and what the right call is for this firm at this stage. How governance and accountability get established so the work does not unravel during execution.
What it produces
The Phase 2 Design Package: a sequenced Roadmap tied to your stated goals, each initiative with defined ownership and a measurable outcome, and a Decision Log behind it. Most engagements only ever show you what to do. This one also shows you what we ruled out, and why. Behind both sits the Playbook, department-by-department detail on what changes and how you will confirm it worked. Delivered across two working sessions, one with your leadership team, one with your department leaders walking through their own section.
Strategic Roadmap
Bundle
Most clients choose to run both phases as a single combined engagement, moving from diagnostic into design without a gap. There are two reasons. First, the findings from Phase 1, especially the Prioritized Constraints and Risk Register, carry straight into Phase 2 while they are still current, instead of sitting for months while a second proposal gets scoped. Second, running both phases as one continuous engagement is more efficient than running them as two separate ones, and that efficiency is reflected in how it is priced: the bundle costs less than the two phases would cost booked separately.
Governance
Phase 3 is periodic governance, not ongoing project management presence. The Roadmap and Playbook are handed off at the close of Phase 2, execution belongs to your team. Each check-in reviews every initiative's confirming metric against actual results, flags any drift between what was decided and what is actually happening, and tests whether the original Phase 1 diagnosis still holds as conditions change.
Check-ins run on a fixed cadence, typically quarterly, each closing with a written summary within a few days so what was reviewed and decided is always on record. If strategic questions start coming up more often than the cadence allows, that is usually a sign an Executive Advisory Retainer, not more governance meetings, is the right next step. We name that moment directly rather than letting check-ins quietly expand to cover it.
Available as an add-on to an existing engagement. Not offered as a standalone service.
Ongoing Advisory
The retainer is a standing senior voice, on call as priorities shift between engagements. In practice, that typically means two to four executive strategy calls a month, covering roadmap review and reprioritization, vendor and technology evaluation, and preparation for quarterly business reviews. This is advisory judgment, not implementation or staff work, the same boundary that holds everywhere else in this practice.
Most retainer relationships begin after a project engagement or after Phase 3 check-ins, once the questions coming up are more frequent, or more strategic, than a periodic cadence can absorb. The right starting point depends on the firm's situation, and that conversation happens directly. These are built as longer-term relationships, not renewed month to month, and available to a limited number of clients at any given time.
The Work Starts With an
Honest Conversation.
If what is described here sounds like what your firm needs, reach out. The first conversation is about what is going on and whether GracePoint is the right fit to address it. Scope and investment follow from that conversation, not the other way around.
If it is the right fit, we will talk about what that looks like. If it is not, you will hear that too.