SME 360

The Roadmap

Six months. One architecture.

This is not a training programme and not a conventional business-plan engagement. It is an intervention.

The journey

SME 360 journey timeline: six months, two lanesA 24-week timeline. The mandate lane: kick-off workshop in week 1 over three days; assessment, weeks 1 to 5; vision, weeks 4 to 14; business plan, weeks 13 to 20; five-year financial model, weeks 18 to 24; readiness assessment at week 24 with dashboard. The bench lane: costing and unit economics, continuous from week 6 to 24; governance, legal and tax, two sessions of three to four hours in weeks 15 to 19; marketing readiness, one session of three to four hours in weeks 16 to 18; HR and organizational, one session in weeks 17 to 19.W1W4W8W12W16W20W24THE MANDATEKick-off WorkshopWeek 1 · three daysAssessmentWhere we are · Weeks 1–5VisionWhere we want to be · Weeks 4–14Business PlanWeeks 13–20Five-Year Financial ModelWeeks 18–24Readiness AssessmentWeek 24 · with dashboardTHE BENCHCosting & Unit EconomicsContinuous · weeks 6–24Governance · Legal & TaxTwo sessions · 3–4 hrsMarketing ReadinessOne session · 3–4 hrsHR & OrganizationalOne session

The Mandate

  1. Kick-off Workshop

    Week 1 · three days

  2. Assessment

    Where we are · Weeks 1–5

  3. Vision

    Where we want to be · Weeks 4–14

  4. Business Plan

    Weeks 13–20

  5. Five-Year Financial Model

    Weeks 18–24

  6. Readiness Assessment

    Week 24 · with dashboard

The Bench

  1. Costing & Unit Economics

    Continuous · weeks 6–24

  2. Governance · Legal & Tax

    Two sessions · 3–4 hrs

  3. Marketing Readiness

    One session · 3–4 hrs

  4. HR & Organizational

    One session

Scale: week 1 to week 24.

Who is in the room

The commitment, milestone by milestone.

MilestoneTimingMandatoryOptional
The Mandate
Kick-off WorkshopThree days, five hours eachWeek 1Founder / CEOSales Director · Marketing Director · Finance Director (strongly recommended) · HR Director
AssessmentWhere we areWeeks 1–5Full top management teamEmployees, as the diagnostic requires
VisionWhere we want to beWeeks 4–14CEOSales Director · Marketing Director · Finance Director
Business Plan and Five-Year ModelDrafting and deliveryWeeks 13–24CEO, for review at each draft—
Readiness AssessmentWith company dashboardWeek 24CEOTop management team
The Bench
Costing and Unit EconomicsContinuous engagementWeeks 6–24Finance team · CEO—
Governance ReadinessLegal and Tax, one session each, 3–4 hoursWeeks 15–19Finance Director · HR Director · Company AuditorCEO stands in for any vacant seat
Marketing ReadinessBrand and visual identity review, 3–4 hoursWeeks 16–18Marketing DirectorCEO
HR and Organizational ReadinessCapability assessment, one sessionWeeks 17–19HR Director · CEO—

The output

Two documents it owns. One instrument the market reads.

The readiness assessment is not issued on one reading. Each practitioner sits one-to-one with the company, reviews the work against their own discipline, examines output rather than intention, and asks the questions their field demands. Six disciplines examine independently. One signature consolidates what they find.

I

The Business Plan

Authored end to end across strategy, market, operations and governance. The document the company presents when capital asks what it intends to build.

II

The Financial Model

Five-year projections built to institutional standard. Revenue architecture, cost structure, working capital, scenarios. The document that survives the questions the plan invites.

III

The Readiness Assessment

Issued after the one-to-one reviews and delivered with a company dashboard. Where the business stands, what it is ready for, and what sits between it and the capital it seeks.

Twelve months on, the assessment is run again. It is not contracted and it is not invoiced. A score means little alone, and a great deal against the one before it.

The continuity layer

An architecture that does not end when the engagement closes.

Inside the cycle · AI inclusion

Capability transfer, alongside the mandate.

A dedicated session equips founders and senior staff with the operational discipline of working alongside advanced AI infrastructure. This is not literacy training. It is a transfer of the same methodology the lead consultant uses throughout the mandate, applied to the company's own sector, documents and decision cadence.

I

Architectural posture

Where AI sits inside the business and which decisions it is allowed to touch, decided deliberately, before tools are chosen.

II

Methodology discipline

Prompt, thread and handover protocols that hold output quality steady over months rather than for a single good session.

III

Sustained multiplication

Internal practice that compounds after the cycle, because the leadership team owns the method rather than renting the result.

Participants leave fluent in the structures that govern high-quality output, not in a product that will have changed by next quarter.

Beyond the cycle · The continuity bench

The bench that stays, after the engagement closes.

On completion, cohort companies receive a structured continuity bench: the lead consultant's methodology and the disciplinary depth of the specialist bench, calibrated into a persistent operating layer inside the company's own infrastructure.

I

Architectural persistence

The engagement methodology is embedded in how the leadership team works, not archived in a folder nobody reopens.

II

Disciplinary continuity

Specialist depth remains reachable past closure, governed by the protocols established during the cycle.

III

Economic asymmetry

Strategic capability sustained at a fraction of what retaining six practitioners would otherwise cost.

The discipline that took six months to instil becomes the discipline the company operates under, indefinitely.

Access

Where the plan and the assessment meet the standard, the mandate creates a credible basis for engagement with institutional capital, banking partners and international markets.