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If you don't do implementation, who does, and what does it cost?

Hunter Hawes delivers the diagnosis, the strategy and depending on what you buy a six-month coaching programme to get your growth team operating effectively. We focus on what must change and what impact if has on value.

Implementation is ideally handled by your own team. It's the most cost effective for you. But, if they need specific help on how to do things or you lack the capacity, we have specialist partners we introduce, chosen for the specific gap.

The separation is deliberate: your diagnosis should never be shaped by someone selling the cure. We also solve that problem but offering pathway programmes where we get more hands on in a done-with-you approach to consulting.

This question usually arrives with a subtext: "so I'm paying twice." Fair challenge. Let me answer it properly.

Why the separation exists.

When a consultancy both diagnoses your problems and sells the delivery, every finding is also a sales opportunity, and you can never be sure which one you are reading. I have sat on the buyer's side of enough transactions to know how much diagnosis gets bent by the incentives of the diagnostician.

Hunter Hawes does not deliver implementation, so the diagnostic has nothing to sell you except the truth. That independence is not a limitation of the model. It is the product.

Who does the work?

Second, who actually does the work. It depends on the finding. A good portion of what a growth diagnostic surfaces is fixed by decisions, not projects: pricing discipline, qualification criteria, which work you stop taking. Your leadership team implements those the week after the workshop, at no cost beyond nerve. Where the fix needs specialist capability, positioning, new business infrastructure, commercial frameworks, we introduce implementation partners from a network of specialists, matched to the specific gap rather than sold as a bundle. You contract with them directly, the scope is defined by the diagnostic findings, and because they start from a precise brief rather than a discovery phase, you are not paying them to find the problem twice.

You keep control

Third, cost. I will not pretend there is a single number, because the range of findings is wide and so is the range of fixes. What I can tell you is how to think about it: implementation spend should be judged against the enterprise value it recovers, not against the invoice. If a finding is suppressing your multiple, the arithmetic on fixing it is usually not close. The diagnostic gives you that arithmetic finding by finding, so you can decide what is worth doing and in what order. Nothing obliges you to use our partners, or to implement everything, or to implement anything at all. It is your business. Our job is to make sure that whatever you decide, you decide it knowing what it costs you.

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