For owner-led companies
Betty works with owners of independent companies — roughly fifteen to two hundred people — who have outgrown improvisation. We work on strategy, commercial focus, and the weekly rhythm that makes a plan real.
The useful first question is whether we should be in the room at all.
Four offers. Most engagements are one of them, held properly, rather than all four at a skim.
Where the company plays, what it stops, and which bet is actually this year’s.
The offer, the price, and a pipeline that is not a spreadsheet of hope.
The few meetings, numbers, and decisions that run the month.
Moving the founder from every meeting to the meetings that matter.
Interviews with the owner and the people who feel the friction.
A short written view of the business as it is, not as the about-page describes it.
A small set of decisions, made in the room, with names attached.
The cadence: who meets, which number, what gets stopped.
These are the kinds of shifts the work produces. We do not publish client names. We do not invent percentages.
Specialty food
A regional food company was feeding every route that had ever worked. Two of them were retired. The following quarter was described, by the owner, as the first one that felt chosen.
Professional services
Proposals had become a polite argument that ended in a discount. The partners rebuilt the offer and the way a price is spoken. Discounting stopped being the firm’s personality.
Light manufacturing
The production meeting and the founder’s worry had become the same event. They were separated. Decisions got shorter. The founder kept the ones that were actually his.
The owner, and the few people who can change how the week runs. Not a theatre of stakeholders.
A working session. If there is a fit, we scope six or twelve weeks and a fixed fee before anything else begins.
A fixed fee, agreed in writing. We do not bill by the wandering hour, and we do not keep a retainer warm for its own sake.
No. We will sit with the tools you already have. A new system is rarely the missing piece.
From Amsterdam, with companies across Europe and North America. The first stretch is usually in person. After that, the cadence can travel.
First session
Tell us the company in a few lines: what you make, how many people, and the decision that keeps returning to the owner. We reply within three working days.