Observe · Stabilize · Hand over
Chișinău
Client path
This is the path a client actually walks. It is the same whether the later work is a diagnostic, a build, or adoption support. The commercial shape of those formats is on the offer page.
01
You send a note through the contact form or by email. Describe the operating question in ordinary language: where work waits, what is inconsistent, or which review no longer helps. We reply within two business days.
Share the question and the best person to speak with.
Confirm we received it and propose a time for a conversation.
A scheduled conversation, or a clear note if the request is outside the practice.
02
The discovery conversation lasts about 45 minutes. It is a discussion, not a project. There is no fee for this conversation, and it does not oblige either side to continue.
Bring the context: sites, the flow you care about, and who feels the problem.
Listen for whether operations management is the right kind of help.
A shared view of the question, and a decision to stop or to prepare a proposal.
03
If a proposal is worth writing, we ask for a small set of existing material. We do not need a data-room. Useful items are an organization sketch, one example of the flow, and any measure you already trust.
Send what already exists. Do not create documents only for us.
Read them before drafting scope, so the proposal matches the operation.
A short list of gaps, if something essential is missing.
04
Paid work starts only after you accept a written proposal. The proposal names the service, the boundary, the timeline, the fee, and what is out of scope. Commercial formats are described on the offer page.
Review the proposal with the people who will sponsor the work.
Answer questions and adjust scope in writing if the boundary changes.
An accepted proposal, or a decision not to proceed.
05
Active work follows the method on the about page: observe, name the constraint, design, pilot, and review. Sessions are agreed in advance. A typical week has one working session and a short written note.
Make the right people available for the sessions in the proposal.
Prepare the session, facilitate it, and record decisions.
Working drafts that stay visible to the sponsor throughout.
06
Delivery is the agreed set of routines and records, used at least once on live work where a pilot is in scope. Documents are prepared in English unless the proposal names another language.
Use the routine in the pilot window and tell us what breaks.
Adjust the design to the evidence and issue the final pack.
The deliverables listed for that service.
07
You have one point of contact at Globalstratconnct for the engagement. Questions about scope go through that contact so decisions stay in one place. Urgent operational incidents remain with your own supervisors.
Name an internal sponsor who can decide on scope questions.
Send a weekly note during active work: what happened, what is next, what is blocked.
A written trail of decisions, not a pile of side messages.
08
The engagement ends with a close-out. We state what is now in use, what was deliberately left out, and whether a later adoption period would help. That later period is optional and separately proposed.
Decide whether the routine needs a further cycle.
Leave the records with you and stop, unless you accept further work.
A close-out brief and, if useful, a recommendation. Not an automatic retainer.
