A clear process through to handover.
GRIP combines executive experience with a repeatable process. Analytical tools structure the questions and deliverables. Judgement about the situation remains personal.
G · Ground truth
Thirty days. Fixed fee. A data-room checklist, consistent interviews and market comparisons lead to a 15-page Ground-Truth Report and an executive discussion. Three causes, not twelve. Risks, three options and a recommendation. A result that stands on its own, with or without a follow-on assignment.
R · Restore
Around ninety days to regain the ability to steer. Liquidity planning, clear responsibilities, conversations with key customers and a leadership rhythm. Recorded in the cockpit, decision log and stabilisation report.
I · Implement
The chosen option is implemented through an action plan with named owners, deadlines and expected effects. The three participants regularly review decisions and progress. The duration depends on the situation, typically six to eighteen months.
P · Pass on
A planned handover of around three months, including a final assessment, open issues, recommendations and the complete decision log. The chosen destination may be succession, integration, sale or orderly closure.
The stop rule
Every decision point starts with the last decisions: implemented, partly, or not. If two agreed decisions in a row are not implemented, the assignment is suspended and the sponsor decides: a changed setup, a move to executive leadership, or the end. I do not sell time. I sell movement.
Responsibility for the next steps
The sponsor, local leader and executive clarify the next decisions and review implementation. The aim is a business that can continue independently after the handover.