The capability list above is
what we can build. These are the eight pieces of work people actually ask for, and any of them
can arrive as a finished deliverable or as a model you run yourself.
01 · Pay architecture
Salary bands and job levelling
Grades, ranges, midpoint progression and overlap. A compa ratio matrix so managers apply a
rule instead of negotiating. Level descriptors that settle a promotion argument in writing.
Geographic differentials that move the whole range, so a promotion means the same thing in
every country.
Built from your payroll, offer and attrition data
02 · Research
White label reports and salary guides
The annual guide your firm publishes, produced for you. Built on public official statistics
with the derivation documented well enough that a sceptical reader can check it, which is
what makes a prospect forward it internally rather than skim it.
Your brand on the cover, no attribution to us
03 · Readiness
Pay transparency preparation
You cannot publish a pay range you do not have. We build the structure that makes disclosure
possible, quantify what it costs to bring everyone above their range minimum, and sequence
the rollout so a job posting is not what tells your team.
Includes the remediation cost, computed on your headcount
04 · Communication
The explainer employees actually read
Most companies build a structure and never explain it, so nobody believes it. We write the
plain language piece that answers the eight questions people really ask, including the
awkward ones about why a colleague earns more.
Written to be handed straight to your whole company
05 · Capacity
The seat you have not filled yet
Somebody left, or the headcount never arrived, and the deliverables kept their deadlines.
We become the analytical bench until you hire, and you brief us the way you would brief the
person you are still interviewing for. When they do arrive, they inherit working models
rather than a backlog.
Priced per deliverable, so there is nothing to unwind when you hire
06 · Rapid response
The dashboard you need by Friday
An acquisition lands, a regulator writes, a resignation cluster appears in one function, or
a board paper is due. We build the working view fast, from whatever data actually exists, and
we mark plainly what it cannot yet tell you. A crisis is the worst possible moment to
be building something badly in a hurry.
Turnaround measured in days, with the gaps named rather than hidden
07 · Analytics
Why people leave, and what it costs
Attrition by grade, function, location, tenure and position in range, so the question stops
being how many left and becomes which of them we were underpaying. Regretted against
unregretted, the cost of replacement set beside the cost of remediation, and the offer
acceptance curve that shows where you are losing candidates on money.
Runs on exit and offer data you almost certainly already hold
08 · Advisory
The analysis nobody asked for yet
Sometimes the useful question is what you should be measuring and are not. We look at what
your data could support, then propose the two or three pieces of analysis that would change a
leadership conversation, and say honestly which ones your data cannot yet carry. Then you
decide whether any of them are worth building.
For when you want to bring an agenda rather than answer one
