Projects with strict safety requirements
Domains where mistakes are unforgiving. Releases that have to land cleanly, before and after go-live.
Services
We take on the work of carrying a project from intent to adoption — sharpening judgement and agreement before the first line of code.
Who This Is For
For organisations that need both safety and agreement.
Finance, insurance, healthcare, manufacturing, public sector, infrastructure, logistics, and the core of SaaS businesses — domains where the work cannot stop and where multiple teams must converge.
Daily operations that cannot pause
Live systems that need to keep running while change is introduced. Migration and parallel-run design that has to be carefully held together.
High demands on security and control
Audit, governance, and regulatory expectations that have to be translated into something the working teams can actually move on.
Strategy that won't reach the floor
Strategic intent that is clear at the top, but never quite lands as something the implementing teams can hold on to.
Foundation design for new projects
When
- You want purpose and priorities aligned before requirements start
- Many stakeholders, and it is unclear who decides what
- You want to reduce downstream rework while it is still cheap
What we do
Initial diagnosis
Listen across the structure, the people, and the points, and put what is happening into language.
Requirements analysis support
Structure the voice of the floor, make assumptions and constraints explicit, and surface gaps early.
Definition and agreement support
Build requirements that business strategy, operations, and technology delivery can all hold, and leave behind agreements that do not quietly come apart.
What you take away
Issue map, stakeholder map, risk inventory, draft requirements specification, agreement log, decision-maker briefing.
Duration and cadence
Initial diagnosis typically takes two to four weeks; accompanying requirements definition, two to four months. A weekly session plus ad-hoc consultation as needed.
Pricing
Initial diagnosis JPY 200K–500K; definition and agreement support JPY 500K–1.2M (excl. tax).
Project rebalancing at the first warning signs
When
- Rework and misunderstandings are increasing
- Approvals and decisions keep stalling
- Friction between departments keeps meetings from moving
What we do
In-flight project support
When mismatches and rework appear during delivery, work the points back into focus and re-establish agreement.
Project safety review
Review the state of safety and agreement on a live project and return concrete points to address.
Cross-team rebuild
After a fire, or after roles have hardened, rebuild the working relationship without losing anyone's standing.
What you take away
Weekly point summaries, status reports, safety review report, improvement proposals with a prioritised action list, role redefinition proposals, re-alignment workshop design.
Duration and cadence
In-flight project support runs month to month (usually three months or more); a project safety review takes two to four weeks.
Pricing
In-flight project support JPY 300K–1M per month; project safety review JPY 300K–800K per review; cross-team rebuild JPY 1M–3M+ (excl. tax).
Common contexts
Common Contexts for Consultation
These are not additional entry points. They are the consulting contexts in which the two primary entries are most often applied.
Alignment
Business and User Department Alignment
Non-IT stakeholders and actual users are included in requirements, decision-making, and adoption. Bridging the gap between what business needs and what development builds.
Decision support
Decision Support for Approvers and Project Owners
Risks, trade-offs, and options are structured into clear materials for approvers and project owners — so that the people authorising work understand what they are authorising.
Startup
Startup Structure Sparring
For founders, product leaders, and development leaders navigating business goals, product decisions, technical structure, and early organisation design — all at once. This is not a third primary entry point; it is a consulting context that usually begins through Foundation Design or Project Rebalancing.
How we work
How we work
Three layers, Hard, Soft, and Cultural, worked in parallel, in five steps.
Hard
Project safety
Surface gaps in requirements early. Bake security and control into the design. Build for the kind of business that cannot afford to stop.
Soft
Dialogue and agreement
Get business and engineering speaking the same language. Hold psychological safety and explainability in place while assembling agreements decision-makers can actually act on.
Cultural
Adoption and repeatability
Stay until the system is genuinely used. Reduce reliance on individuals, and leave behind a way of working that future projects can re-use.
- 01
Initial diagnosis
Listen across the structure, the people, and the points. Put what's happening into language.
- 02
Sharpening the points
Separate what has to be decided, what doesn't, and what cannot yet be decided.
- 03
Building agreement
Assemble agreements that business strategy, operations, and technology delivery can all hold — built so they don't quietly come apart.
- 04
Walking alongside
Stay close enough during delivery to support the adjustments and conversations that come up — but only as far as is useful.
- 05
Reflection and adoption
Stay until the system is genuinely used, and leave behind a way of working the organisation can re-use.
What We Don't Do
What we won't take on.
Drawing the boundary first turns out to be where trust starts.
Selling hours as a substitute for judgement
We don't take on work that's defined purely as person-months. The focus stays on the quality of judgement and agreement.
Absorbing responsibility on someone's behalf
Decisions stay inside the organisation. Our job is to organise the material and the points so the call can actually be made.
Looking for someone to blame
We don't run projects as blame exercises. The energy goes into structures in which failure is harder.
Our company strictly prohibits, as a matter of business ethics, the presentation of exaggerated track records or the practice of portraying uncertain information as definitive facts. The fundamental principle of our communication is transparency and integrity in information.
FAQ
Frequently asked.
Things that tend to come up before the first conversation.
Getting started
At what stage can we bring you in?
Anywhere from early ideation through requirements, definition, delivery, launch, and adoption. The earlier the conversation, the more options remain on the table.
We already have a development partner. Is that an issue?
Not at all. In fact, much of the work happens precisely between client and vendor — staying neutral, and shaping agreements that work for both sides.
Can you help even if business users aren't yet engaged?
Yes. That's often where the work begins — designing how to bring them in without overload, on a path that feels manageable for them.
Can a startup consult, even if the main entries are project-oriented?
Yes. Startup support is a common consulting context, not a separate entrance. If the situation is a new product or new project, it begins from Foundation Design. If confusion, delay, or misalignment has already surfaced, it begins from Project Rebalancing.
Which entry point should a startup use?
Foundation Design if the work is at an early stage where structure and goals can still be set cleanly. Project Rebalancing if priorities between business, product, and development have already started to conflict. Startup Structure Sparring is a consultation style within either — not a separate route.
How the work runs
Are sessions online or in person?
Online by default. For agreement-heavy moments where presence matters, on-site sessions can be arranged.
What industries do you work with?
Primarily finance, insurance, healthcare, manufacturing, public sector, infrastructure, logistics, and core SaaS domains. Where we have less domain depth, we say so up front and contribute through structural work.
How much of your time does a monthly plan include?
A weekly session plus ad-hoc consultation, roughly four to eight hours a week, adjusted to the situation.
Which tools and environments do you use?
Your own meeting and document tools. Nothing leaves your environment without agreement.
Contract and fees
How is confidentiality handled?
All conversations are treated as confidential from the first message. Where useful, a lightweight confidentiality acknowledgement can be put in place even before contracts.
What form does the contract take?
As a rule, a quasi-mandate (準委任) contract. Scope, duration, and fees are set in an individual engagement contract.
How do you invoice?
Monthly. We are a registered invoice issuer; the registration number appears on our invoices.
Can we sign an NDA?
Yes, before the first meeting, on your template or ours.
Tell us what you're seeing.
We can start from organising the situation. No prep deck, no internal sign-off needed beforehand. Whatever you can share is enough to begin.
Open the contact form