We always start here.Structure
Structure your company with the people who know it best.
The business owner sets the direction: the vision, the strategy, the goals. The team writes down how the work gets done: the processes, the rituals, the methods. It starts with a working session, and it doesn't stop there.
3 to 5 minutes · No credit card needed
The working session
A session, not a form. You answer, I build.
For 20 to 30 minutes, we take stock of your company, how it runs, what's at stake — and of you. Then I build your workspace. You can take a break and pick up later.
You give me something to read
Your company's website, your documents — brochure, presentation, org chart, budget — and anything you want to tell me, typed or dictated. I read it all in a minute or two, and draw answers from it.
You confirm my suggestions
About a hundred questions in six steps. The ones I found the answer to are marked “Suggested by Marcel”: “All correct” approves the whole screen at once. “I don't know” and “Later” set a question aside.
I build your workspace
Five to eight minutes: your strategy (all 14 sections, one by one), your goals, your organisation, your Library and your first tasks. You can get on with your day: I'll write to you when it's ready.
You approve, one item at a time
First whatever doesn't add up in your answers, then the rest, topic by topic. For each suggestion: keep yours, correct it, or take mine.
My writing rule
What was empty, I write. What already existed, I suggest changes to: I never overwrite anything. A version of your strategy is saved before every build, and nothing is ever deleted.
The Review
Where you stand, and what to do now.
After the session, the Review is where we meet. Your structure score out of 100, the leadership summary I wrote, everything awaiting a decision — and a single sentence telling you what to do next.
- A one-page leadership summary: profile, key figures, strengths, challenges, ambition, three 90-day priorities, and my take
- Exportable as a PDF, to share with your team or your board
- What doesn't add up, what I've suggested, the open questions
- Your next session scheduled: on the day, I'll remind you
“Well done, we've already had two sessions together: your company is 64 / 100 structured. Next step: measure your recurring revenue goal. Five minutes.”
Me, in the Review
01 — The strategy
It all starts with the CED.
The Dynamic Business Canvas, created by Olivier Giry, lays out your whole company on one page: fourteen sections that only make sense together. For each one, I run the interview like a specialist in the field, then suggest a text. You add it, or you don't.
Each section carries its status — empty, vague, needs detail, clear. The clarity score runs from 0 to 100.
One question at a time
I dig into the facts: your figures, your examples, what you say no to. A gauge shows you when we have enough material to write.
Nothing is written without you
My summary is only saved if you click “Add”. It's added to what's there, without erasing anything. I never write in your strategy on my own.
One instruction applies everywhere
“Stop using the word coach”: I go through the 14 sections and your goals, and suggest each correction as a before / after. And you keep versions you can restore.
02 — The goals
Performance is something you measure.
One to five goals for the year, not thirty. I challenge each one so it's measurable, realistic and rooted in your strategy. Then we track it: a starting value, a target, and where you stand, month after month.
- Measurable success criteria, linked to the CED
- An optional measure: clients, €k, days, %
- Every update signed, dated and commented
- A goal without a measure comes up in the Review
If your strategy is still thin, I'll tell you, and suggest we lay it down first. A goal built on nothing doesn't hold.
This year's goals
Sign 20 new SME clients
Bring invoicing time down to 10 days
Reach 35% recurring revenue
A lead time or a cost is meant to go down: here, going down means moving forward.
03 — The organisation
Who does what, written down at last.
One page, two tabs: the people and the teams. Everyone has their profile, and I know who to give a task to, not which department.
One profile per person
Job title, role, responsibilities, scope, manager, teams. You grant access in one move, even before their first login.
Grouped by mission
Marketing, sales, finance, HR… Each team has its role, its lead, its members, and the rhythm of its meetings.
One for everyone
Written with me, linked to the person. You can see who doesn't have one yet, and I offer to write the missing ones.
Your partner, your team, your consultant
You bring your business partners in with a Leadership seat, your team with a Team member seat, and your consultant or outside right-hand person by invitation. Everyone has their place, in the same workspace. Who can do what →
04 — How it runs
The Library: how your company works, in one place.
The reference for how you operate, sorted into four types. Everyone writes down what they know how to do, with me, and updates it when things change. Leadership picks the Essentials, which set the rules for the whole team, and for me.
How we do things
Sales, delivering a service, invoicing, recruiting, onboarding a client. The steps, in order.
When we talk
The Monday team meeting, the one-to-one, the monthly goals review. With their agenda.
Who owns what
The org chart, the job descriptions, the responsibility matrix, the delegation plan.
Your references
Your reference strategies — sales, HR, finance… — and your analyses: cash flow plan, profitability, annual review.
What sets the rules
Your editorial guidelines, your sales process, your HR policy. I read them in full before anything I write, and the whole team shares them.
Up to date, and until when
Each document can be marked “Verified” for 90, 30 or 7 days. The ones due for a re-check come up in the Review, Essentials first.
The essentials to write
What your company should have written down, so nobody has to carry it all in their head.
My catalogue has 28 essentials. At the top of each tab in your Library, I show you the ones that are missing, and the job descriptions that haven't been written. One click, and we draft it together, wearing the right expert's hat.
- Processes: sales, delivering a service, invoicing and collections, recruiting…
- Rituals: team meeting, one-to-one, goals review…
- Roles: the org chart, a job description for each person
- Reference documents: editorial guidelines, HR policy…
A written ritual actually happens.
You choose the frequency, the day, the time and who attends: I create its recurring task. Each session arrives on its date, with its agenda.
A written process can be launched.
Its steps become tasks, with their assignees. One sale, then another: you run it again as often as you need.
66 templates, including 28 essentials
The right expert for every document.
To write, I put on the hat of one of my eight experts: leadership, sales, acquisition & visibility, offer & pricing, operations & organisation, HR & management, finance, ghostwriter. I'm still me. The hat adds a craft, and your Essentials always come first.
Sales
Sales process, sales pitch, handling objections, sales review, client onboarding…
Marketing
Editorial guidelines, positioning, communication plan, newsletter…
Operations
Delivering a service, process mapping, crisis management, leadership committee…
HR
Org chart, job description, recruiting, one-to-one, onboarding and offboarding…
Finance
Invoicing and collections, cash flow plan, profitability, annual review…
Each with its status
To do, in progress or formalised: you can see at a glance what your company has written down, and what it's missing.
After the first session
Structure doesn't set in stone. It lives with your company.
An out-of-date memory is worse than no memory at all. So we keep it up to date, together.
Everyone updates
The salesperson reworks their process after a lost deal, the manager adjusts their ritual. The whole team works from the new version straight away.
Documents get verified
Each document can be marked “Verified” for 90, 30 or 7 days. The ones due for a re-check come up in the Review, Essentials first.
The business owner checks in again
They set their next session, in one month or in three. On the day, I remind them. We only rework what has changed.
One instruction applies everywhere
“Stop using the word coach”: I go through the whole strategy and suggest each correction, as a before / after.
The structure score
Every morning, you know where your structure stands.
A score from 0 to 100, averaged across five pillars. Each one leads to its page and tells you what's missing.
Strategy
How clear your 14 sections are.
Goals
Clear targets, measured and tracked.
Organisation
Complete profiles, teams, a job description for everyone.
How it runs
The catalogue's essentials, formalised.
Execution
Tasks on time, delays that surface on their own.
“You have fifteen people and eleven job descriptions. Lina doesn't have one, and she's the one who does the invoicing. Shall we write hers, then your invoicing process?”
Me, reviewing your organisation
The detail that changes everything
I read your whole structure before I answer.
Your strategy, your goals, your organisation, your Essentials. That's what sets me apart from a generic assistant: I know the place, and I spot what it's missing.
- I suggest what your structure is missing, as tasks to approve
- I apply your Essentials to everything I write
- Your team, and their own AIs, work from the same up-to-date version
- I never decide for you