How We Work
How we work.
Illustrative workflows for two engagement models: turnkey projects from inception through continuous-improvement coaching, and any-stage engagements on existing operations — such as GMP adoption.
Two ways we engage
Every client conversation starts with one question: are we building something new, or improving something that already runs?
Turnkey project
Ground-up delivery from project inception through feasibility, design, product development, installation, commissioning and post-launch coaching.
Any-stage engagement
Focused support at any point in an existing operation's life — for example, adopting Good Manufacturing Practice (GMP) on a running plant.
Turnkey project
The full lifecycle, stage by stage.
- 01
Project inception
- 02
Feasibility study
- 03
Product and process identification
- 04
Plant design and layout
- 05
Equipment selection
- 06
Product development
- 07
Market strategy development
- 08
Staff role identification and onboarding
- 09
Installation supervision
- 10
Commissioning
- 11
Project commercialization
- 12
Continuous-improvement coaching
Stages overlap in practice — e.g. equipment selection often begins before plant design is finalized. The sequence above reflects typical lead/lag, not a rigid gate.
Phase A
Inception, feasibility and process identification
The first three stages decide whether the project should proceed at all.
Project inception
Client brief captured: objectives, target product category, budget envelope, site option(s) and preliminary timeline agreed.
Key deliverable
Scope and objectives brief
Feasibility study
Market sizing, technical feasibility, site assessment, and financial modeling (CAPEX, OPEX, ROI scenarios, break-even).
Key deliverable
Feasibility report with a 3-scenario financial model
Product and process identification
Product portfolio shortlisted, process flow diagrams (PFDs) drafted, and comparable technologies benchmarked.
Key deliverable
Product shortlist and process flow diagrams
Phase B
Plant design, equipment and product development
Design and technology decisions that lock in most of the project's capital cost.
Plant design and layout
Hygienic zoning, personnel and material flow, utility sizing, and a preliminary piping and instrumentation diagram (P&ID).
Key deliverable
Plant layout drawings and P&ID
Equipment selection
Technical specifications issued, vendor RFQs evaluated, capacity matched to demand, and total cost of ownership compared.
Key deliverable
Equipment specification and vendor comparison
Product development
Formulation trials, shelf-life and sensory testing, and a documented scale-up protocol from bench to plant.
Key deliverable
Validated formulation and scale-up protocol
Phase C
Market strategy and people readiness
A plant is only as good as the market plan and the team that runs it.
Market strategy development
Positioning, channel strategy, pricing architecture, and a phased go-to-market plan aligned to production ramp-up.
Key deliverable
Go-to-market plan
Staff role identification and onboarding
Organogram design, job description drafting, recruitment support, and structured induction and GMP training.
Key deliverable
Organogram, job descriptions, and induction pack
Phase D
Installation and commissioning
Where design intent is tested against physical, installed reality.
Installation supervision
On-site coordination of vendor installation teams, utility tie-in verification, and installation QA checkpoints.
Key deliverable
Installation QA checklist and punch list
Commissioning
Dry and wet commissioning runs, Installation/Operational/Performance Qualification (IQ/OQ/PQ), and safety sign-off.
Key deliverable
Commissioning and IQ/OQ/PQ report
Phase E
Commercialization and continuous-improvement coaching
Where the consultancy's role shifts from building to coaching.
Project commercialization
First commercial production runs, distribution activation, and structured launch support alongside the sales team.
Key deliverable
Commercial launch report
Continuous-improvement coaching
Recurring coaching visits on OEE and KPI tracking, 5S and Kaizen practice, building an internal CI culture post-handover.
Key deliverable
CI coaching cadence and KPI dashboard
Illustrative delivery timeline
- Project inceptionMonth 0–0.5
- Feasibility studyMonth 0.5–2
- Product and process identificationMonth 2–3
- Plant design and layoutMonth 2.5–4
- Equipment selectionMonth 3–4.5
- Product developmentMonth 3.5–5.5
- Market strategy developmentMonth 5–6.5
- Staff role ID and onboardingMonth 5.5–7
- Installation supervisionMonth 6.5–8
- CommissioningMonth 8–9
- Project commercializationMonth 9–10
- Continuous-improvement coachingMonth 10–13
Total span: 13 months
Any-stage engagement
A diagnostic-first model.
Because every existing plant's starting point is different, we scope the work before we price it.
Diagnostic assessment
Site visit or remote document and data review against the relevant standard or goal.
Scope the engagement
Findings translated into a defined scope, timeline and fee — matched to what was actually found.
Tailored intervention
Focused technical work: SOP development, training, process fix, or system implementation.
Verification and handover
Internal audit or trial run confirms the change holds, then formal handover to the client's team.
Common entry points we support
The diagnostic-first model applies across many kinds of existing-operation engagements — GMP adoption is one illustrative example.
GMP and food safety adoption
Building prerequisite programs toward HACCP, FSSC 22000 or equivalent certification readiness.
Capacity and debottlenecking
Identifying and resolving the constraint limiting throughput on an existing line.
Cost and yield optimization
Reducing input waste, energy use or downtime without new capital investment.
Organizational redesign
Rebuilding roles, reporting lines and SOPs after a leadership or ownership change.
Troubleshooting and root-cause support
Diagnosing a recurring quality, safety or equipment failure the client's team hasn't resolved.
Pre-investment technical due diligence
Independent plant and process assessment ahead of an acquisition or new investment round.
One illustrative example: GMP adoption
A worked example of the diagnostic-first model applied to Good Manufacturing Practice adoption on an operating plant.
Initial GMP gap assessment
Facility walkthrough scored against a GMP and HACCP prerequisite checklist: premises, personnel hygiene, pest control, sanitation, traceability.
Documentation and record review
Existing SOPs, batch records, calibration logs and allergen control plans reviewed against the target standard (e.g. Codex GMP, FSSC 22000 prerequisites).
Risk prioritization
Findings logged in a Corrective and Preventive Action (CAPA) register, ranked by food-safety risk and cost-to-correct.
SOP and work instruction development
New or revised SOPs drafted for sanitation, pest control, personnel hygiene, maintenance and goods receiving.
Facility and equipment remediation plan
Minor infrastructure fixes — zoning, drainage, lighting — scheduled jointly with the client's plant engineering team.
From training through to certification-readiness handover.
Training and competency building
GMP induction and refresher training delivered to production, QA and maintenance staff, with competency sign-off.
Pilot implementation and internal audit
New SOPs piloted on selected lines; internal audit conducted against the original gap-assessment checklist.
Corrective action closure
CAPA items verified closed; highest-risk findings re-audited to confirm the fix holds under normal operation.
Certification readiness review and handover
Mock external audit, readiness report, and handover to the client's internal quality team with a monitoring calendar.
Final deliverable: GMP readiness report, closed CAPA register, trained-staff competency log, and a monitoring calendar for the client's internal team to sustain compliance.
Illustrative GMP adoption timeline
- Gap assessmentMonth 0–0.5
- Documentation reviewMonth 0.5–1
- Risk prioritizationMonth 1–1.25
- SOP developmentMonth 1.25–2.25
- Remediation planMonth 1.5–2.5
- TrainingMonth 2.25–3
- Pilot and internal auditMonth 3–3.5
- CAPA closureMonth 3.5–4
- Certification readinessMonth 4–4.5
Total span: 4.5 months
Turnkey vs. any-stage, side by side
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| Dimension | Turnkey project | Any-stage engagement |
|---|---|---|
| Starting point | Blank site or new product line | Existing, operating facility |
| Entry step | Feasibility study | Diagnostic gap assessment |
| Typical duration | 12–18 months, illustrative | 2–6 months, illustrative |
| Consultant role | Design, build and launch partner | Focused technical specialist |
| Delivery mode | Primarily on-site during build and commissioning | Often hybrid — remote review, on-site verification |
| End state | Commissioned plant plus CI coaching handover | Closed gap plus client team equipped to sustain it |
Whichever stage you're at, we meet you there.
These workflows are illustrative starting frameworks. Every engagement is scoped to the client's actual site, product category and objectives during the diagnostic step.