With a conversation of about an hour in which you explain where the friction is. That conversation is free. What follows is rarely a large plan: the front door is the Change Map, a compact and bounded study that shows where change accumulates, which structural features cause it, and where rhythm can be gained. That way the choices after it rest on facts rather than on estimates.

The Change Map has a fixed price, because its scope is fixed. Engagements and interim mandates are agreed to measure, usually after a diagnosis, so that the scope rests on facts rather than on estimates. That is why there is no rate card for those two: a team session and an organisational redesign are not comparable. What an engagement involves and costs is set out in one proposal before anything is committed.

In Flanders, Brussels and the Netherlands. Working sessions take place at your location, because the place where the work happens is part of the analysis. Analysis, feedback and follow-up can run online.

Dutch and English, for sessions, materials and reporting. The instrument names stay Dutch, also in an English-language engagement - Werkmeter stays Werkmeter. Mixed groups are done in English, with Dutch materials alongside where that helps.

With Kris Rayen himself, from the first conversation to the result. That is a choice: whoever got to know the organisation during the analysis also stands in front of the group and carries the conclusions. No handover between sales and delivery, no changing staffing halfway through. On larger engagements he also directs a multidisciplinary team - specialists who join for their part - but the point of contact and the accountability stay with him.

It is not fixed, and that is deliberate. The programme is aligned and validated with you before it starts, so pace and rhythm are a choice and not a given. Whoever wants to move fast, moves fast. Whoever wants to give the organisation time to move along gets that room.