Execution, not advice.

Our strong preference is to be involved in a client project as early in the lifecycle of the project as possible, ideally before a transaction closes or a transformation initiative is begun. But the reality is that probably half of our client work involves us jumping into already-moving environments. We meet you where you're at.

Typically, Point86 provides one senior interim executive or consultant to join a client's existing deal team.

Very often however, once the project roadmap and resource constraints are better understood, we are asked to bring in a few additional partner-level or junior team members to sustain the pace of progress that ambitious deal cycle demand.

We also have helped our clients build out their own teams in lieu of onboarding more interim staff or consultants.

Pricing is almost always on a day-rate basis. We can provide one person or a small team, or help you build out your own team.

Our day rates are typically less than half what you would pay to large management consultancies such as AlixPartners or Alvarez & Marsal, and we have the added benefit of actually taking on internal responsibility and execution — not just providing guidance and planning support for your existing team to "figure out" on their own.

Certain defined-scope projects, such as our Tail Spend Rapid Repricing Program, will have fixed-fee structures calculated as a fixed percentage of the savings generated for our clients.

Our assignments range on average from 3 months to 12 months.

We will rarely take on anything that is envisioned to last less than 8 weeks. Anything that lasts less than a few months is unlikely to unlock the level of change needed to justify our fees to our clients and to justify our opportunity cost in foregoing other opportunities.

Some projects, such as cost reduction or working capital programs, can be measured in dollar values. Others, such as overall Transformation Management, are more of a binary outcome — the acquisition, integration, carveout, etc. was either successful or it wasn't.

Wherever possible, we seek to put specific numbers in writing. But where that is not possible, we insist on defining qualitative milestones, as without perfect alignment with our clients on what success looks like, we run a huge risk of client disappointment.