We will discuss your situation and choose the right format of work — no presentations, no sales pitch
A 30–45 minute working meeting with one of the founding partners. You describe what is happening. We ask questions and tell you what we see: where the root of the task lies and which format will solve it. If you do not need consulting yet, we will say so plainly.
30–45 minutes, online or at our Moscow office. No preparation needed.“Some first meetings end with the conclusion that no project is needed: the task can be handled by the team itself, or it lies somewhere other than where it was being looked for. We consider such a meeting a success — you have saved money, and we have understood each other”— the partners of Thesis Partners
When the meeting makes sense
Come with the task you are turning over in your mind — at any stage, from a vague feeling to a decision already on the table.
The decision is already on the table
A reorganisation, a new market, a large investment. Before you move, you need the view of someone who has seen similar crossroads in other companies.
The team argues about the cause
Sales points the finger at the product, the product at marketing, finance at everyone at once. Several versions, and the argument has not moved for months.
It is unclear what to commission
You have thought about consultants, but the task is not yet framed: maybe strategy, maybe diagnosis, maybe a couple of working sessions would be enough.
A second opinion is needed
The strategy has already been written — in-house or with another firm. You want to test its logic and its weak points before money and people are committed to it.
A decision has to be defended
The board, a shareholder or an investor is waiting for the reasoning. It helps to run the arguments past people who have prepared such defences.
You have doubts about consulting itself
Perhaps your team will manage on its own. That is a normal outcome of the meeting, and we say so when we see it.
What you leave with
You take the conclusions away at once, at the end of the conversation — whether or not anything follows.
A statement of the task
We retell your situation in our own words and name where, in our assessment, the root lies: in strategy, in people, in processes or in the numbers.
Two or three courses of action
What can be done in-house and what to check first. Separately, where outside help will be needed and what kind.
The right format
Express diagnostics, a strategy session, a project, or none of these. We name the format and explain why that one in particular.
An email with the conclusions
After the meeting we send a short summary: how we understood the task, what we discussed, which steps we named. It stays with you either way.
Why there is no selling at the meeting
The meeting is led by a founding partner, not by a sales manager. We have no call quotas and no closing scripts. We have 50+ projects behind us and a simple rule: take on only the tasks where we can see how to carry the work through to a result. A project we do not believe in costs us more than it costs the client.
Scepticism about consulting is understandable: the market is full of offers whose value is visible only in the slide deck. That is why our first conversation is arranged as a working session. A conversation about money and scope of work begins in one case only — when you ask about it yourself.
How we work
Your request
You write a couple of lines about the situation. Within one business day we reply and offer two or three times to choose from.
The meeting, 30–45 minutes
You describe what is happening. We ask for detail: what the goal is, in what numbers, by what deadline, what has already been tried.
Thinking it through out loud
Then comes our part. We describe how the situation looks from the outside, where its likely root is and what we would check first. If it resembles cases from our practice, we cite them.
Conclusion and options
At the end of the meeting, two or three courses of action and the format that fits. If this is not a case for us, we say so at once and suggest where to look.
The email afterwards
The same day we send a summary with the conclusions. After that we write only when we have something to say about your task. There are no mailing lists.
Frequently asked questions
Our clients and partners
Market leaders, state corporations and top business schools
Press about us
Our partners’ expertise in business and industry media.
Automating industrial plants: overcoming resistance
Thesis Partners partner Boris Kaptelov on why resistance to automation is an argument about the distribution of benefits and risks, who should own the outcome of a project and how not to get stuck in “pilot purgatory”.
Tell us what is happening — we will propose a time to meet
Leave a request — we will reply within one business day.
Contacts
We work directly with owners, chief executives (CEOs) and senior leadership.