ClearPeak Consulting advises North Texas companies on operations, growth, and organisation. Every recommendation states the single assumption that would break it, on the page, in bold.
A recommendation to expand assumes a conversion rate. A recommendation to consolidate assumes a volume floor. A three-year model assumes a churn figure somebody typed into a cell in week two and never revisited. The whole case usually hangs on one of these.
Consulting decks are structured to obscure that, not dishonestly but conventionally. Assumptions live in an appendix nobody opens, and the recommendation is presented with a confidence the underlying data does not support.
Every deliverable we produce names the load-bearing assumption on the recommendation page itself, states what value it would have to reach for the recommendation to reverse, and tells you how confident we actually are in it. Three of our last forty engagements ended with us saying the number was too uncertain to act on.
Scoped and priced in writing before anything starts.
Process, throughput, and cost work grounded in your own data rather than in a maturity model.
Market and pricing analysis built from customer interviews and win/loss records you already hold.
Structure, spans, and decision rights, with the awkward conversation about who currently decides what.
The first 200 days: systems, people, and the two overlapping processes nobody wants to choose between.
Forecasting, unit economics, and the model your board can actually interrogate line by line.
Four weeks, fixed fee. Written findings, prioritised, that you keep regardless of what happens next.
Each one gated. You approve before we continue.
Four weeks in your data, your systems, and conversations with the people doing the work.
Written, prioritised, with the load-bearing assumption named on every recommendation.
The change specified in enough detail that your team could implement it without us.
Optional. Many clients implement alone, which is the intended outcome.
We talk to the people doing the work before we look at any framework. Twenty to thirty conversations on a typical engagement, including the ones the leadership team would not have picked, because the person running the process knows why it is slow.
Eighteen consultants, no contractors. The people in the room during the pitch are the people who do the work, and we name them on the proposal.
The design is written for your team to implement. Continuation is optional and roughly half of our clients do not take it. That is a deliberately unprofitable design choice.
Manufacturing, distribution, healthcare services, professional services, and business software across Carrollton, Dallas, Plano, and Fort Worth.
Usually privately held or private-equity backed, with a leadership team that already suspects what the problem is and needs it evidenced before they can act on it.
We decline work outside our range. Below $20M the fee is hard to justify, and above $600M you are better served by a firm with dedicated industry practices. We say both directly.
Founded the firm in 2010. Nineteen years in operations consulting and industry.
Sixteen years. Runs the interview programme on every growth engagement.
Fifteen years, seven of them running a plant floor rather than advising one.
Thirteen years. Owns the assumption register on every engagement.
The recommendation page said which assumption would break it and at what value. Our CFO tested that number himself and it held. That is why we moved.
They finished a four-week diagnostic and told us the data was too thin to recommend anything. They invoiced the diagnostic and nothing else.
We implemented it ourselves. The design document was detailed enough that we did not need them, and they seemed pleased about that.
Four weeks, fixed fee, written findings you keep either way.