You Built the Business.
Now Get the Firefighting Off Your Desk.

Why "we'll figure it out as we grow" doesn't work

• Every decision that reaches you isn't really a hard decision — it's someone needing your personal sign-off to feel safe acting. That's not a delegation problem. It's that nothing exists yet that says "this is how we handle this" without you in the room.
• Every hire you make without that structure doesn't reduce the chaos — it adds another person routing decisions through you.
• You are the single point of failure. Two weeks out sick or closing a deal, and the business runs on borrowed time.
• The fix gets more expensive the longer you wait — undocumented judgment calls compound, they don't stay static.

You could write this all down yourself. Most founders don't — not because they're not capable, but because seeing the system clearly requires standing outside it, and you don't have a free day to do that. That's the actual service: an outside eye, not a document generator.

This isn't a document problem

AI can format a process once someone tells it what the process is. It can't sit in your business and work out which decisions are actually the bottleneck versus noise — that takes watching what really happens, not what you think happens. There's usually a gap.

It also can't do the part that actually changes behaviour: negotiating real authority with your team, and being the person who holds the line when the first hard call gets made without you in the room. A written SOP nobody follows is worthless.

I'm not giving you an SOP. I'm giving you a structured company — one where decisions have clear owners, thresholds are defined, and you're not the answer to everything anymore.

The 30-Day Stabilisation Sprint

Day 1–2 — Discovery
I sit with you first: map every decision that currently requires you personally. Then I meet your team — as a group, then individually, starting with revenue — to find out what they already decide versus what they escalate, and why.
Outcome: a clear map of your decision bottleneck, and identification of whoever's closest to ready to be your second-in-command. If nobody is, that's the finding — and it changes what you need next.

Week 1 — Install authority
The most capable, ready person becomes your second-in-command — a deputy. We agree explicit thresholds together — the boundaries that let people act without asking.
Outcome: a named deputy, and the first real decisions made without you.

Weeks 2–3 — Systemise, team by team
Starting with revenue, then the rest of the team: I sit with each person, map what they already decide versus what they escalate, then negotiate the boundary three ways — staff, you, and me — until it's agreed, not imposed. That agreement is what becomes the SOP.
Outcome: a team that owns its decisions, because they helped set the line — not a document they were handed and quietly ignore.

Week 4 — Hand off and hold the line
I install the weekly review rhythm that replaces day-to-day firefighting, and set the ground rule that keeps it working and growing after I leave: you debrief decisions after the fact, you don't override them in the moment.
Outcome: a company that keeps building its own structure after I've left — not just running the system I installed, but growing it.

Every hire who joins after this plugs straight into the same structure — clear ownership from day one, not another person learning to escalate. The sprint doesn't just fix today's team, it sets the default for every team you build from here.

Once the structure's in and your team's proven it owns decisions, tooling and systems are often the natural next step — CRM, workflows, whatever your team's now equipped to actually run.

Proof, not just promise

"We were delivering value but stuck in a holding pattern. FNP gave us the map — and helped us build the machine to drive it. Systems, capital, hires, funnel — they got it done. We didn't need five agencies. We needed them."

— Founder, North & Broadway

• £100k raised to fund systems & hires
• Funnel and CRM built and live, first outreach waves deployed
• Founder focus restored — staff and referrals aligned

DeQuincy Prescott, Founder

MRes in Management (Entrepreneurship & Innovation)

Twenty years leading teams in labs, local government and a world record event

Who I am and how I fix what your business is struggling with

I have led teams in labs, local government and a world record event. I know how people work and how authority is built. I work with your team, not around them. They don’t get a document handed down. They get ownership, clear thresholds and the confidence that comes from making the call themselves. This is the foundational COO work many companies never get

I diagnose first and install what your specific business needs. Nothing generic. Nothing theoretical. Real structure your team can actually run. That is the difference between someone who leaves you a document and someone who leaves you a stronger company.

Our first call is around fifteen minutes. Say the thing that matters out loud. See if we are aligned. Find out if there is a fix worth exploring. If there is, the real work can go as deep as it needs to. The first and most important conversation is the honest one with yourself. That is why the audit matters. It is a discovery tool for you.