We called it frank because that’s the part people remember.
The conversation where someone levels with you, and the direction changes because of it.
What we do
We translate. Strategy into technology that works, data into decisions people actually make, and AI into something grounded in what your business needs.
Most of the difficulty in data and AI isn’t technical. It’s that the people who understand the business problem and the people who understand what’s possible are rarely in the same conversation, and nobody’s job is to stand between them. That’s the job we do.
What we believe
Organisations should be able to act on what their data tells them. Most can’t — not because the data isn’t there, but because strategy, evidence and technology are pointing in different directions.
We think the answer is usually simpler than people expect. Fewer priorities. Clear decisions. A handful of things done properly rather than a portfolio of things done partly.
And we think the most useful thing a consultant can do is say what they actually think, including when it costs them work.
How we work
Simple and straightforward. We communicate in plain language. If you need a glossary to read our advice, we haven’t finished writing it.
People first. We celebrate success and look after each other. The same goes for the teams we work with — change done to people rarely holds.
Responsible. We take ownership and manage risk actively, including the risks nobody wants to raise.
Courageous. We say the hard thing, to each other and to our clients. That includes what the data doesn’t support.
Who we are
We’ve spent more than twenty years inside organisations rather than advising from outside — running data and analytics functions in banking, telecommunications, transport and higher education, at executive level, in regulated environments where the decisions mattered.
That means we’ve made lots of mistakes ourselves. We’ve presented the insight that changed nothing. We’ve learned that the interesting technical problem and the valuable business problem are often not the same problem, and that the gap between them is where the work actually is.
It also means we know what it’s like to be on your side of the table — to have a board asking about AI, a team already at capacity, and a limited appetite for another strategy document.