Right Things Nailed
The team has been busy. Hours have been long. Everyone is working hard on something defensible. The revenue line isn't moving the way the effort suggests it should, every deal seems to come down to price, and the priority list has grown to thirty items nobody argued for removing. The question underneath all of it: why your customers should choose you over the alternative.
The strategy on paper is a five-year financial projection and a list of thirty priorities. Nothing on either page tells the team which of the thirty would still matter if the other twenty-seven disappeared tomorrow.
Most companies don't have a strategy. They have a to-do list. Right Things Nailed installs the real version: ten weeks to get strategic clarity and the organisation ready to execute, execution rhythm installed in the four that follow. The advisor leaves with the system running. ~1 quarter, not 6–12 months.
What stays after the program
Resources concentrate on the one or two things customers actually pay for. Your team works on the differentiation factors validated with real customer input, not the seven internal priorities that lost their meaning by March. Everything else loses funding and attention.
Execution risk surfaces in week three, not week ten. A weekly read on team confidence tells you which goal is slipping while the recovery window is still open. Board meetings stop being reports of what happened and start being decisions about what to do next.
Decisions get made at the right level by the people who own the outcome. The leadership team stops routing approvals through the CEO; the CEO stops being the bottleneck disguised as control. Your time shifts from approving to coaching.
Increased motivation through clarity and ownership. Named owners for every priority. Development paths visible. Intrinsic motivation rises when people can see how their role connects to where the company is going.
Is your team doing things right or doing the right things?
How it works
Right Things Nailed runs in three sequential stages inside one continuous engagement. One topic per week. Decided by Friday. No turning back.
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Strategic clarity over the first ten weeks. What's actually true about your market, your customers, and what makes you worth choosing, tested with the people who pay you, not assumed inside the building. By the end the leadership team agrees on the same answer to the same question, with evidence.
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Strategy Summary at week ten. A one-page strategic plan held by the leadership team. The artifact that sits between strategy and execution, with named owners against every piece. Hand it to a new joiner and they're aligned by the end of the same day.
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Execution Playbook installation in the final four weeks. The weekly rhythm goes in. The confidence index makes execution risk visible while the recovery window is still open. Coaching cadence replaces approval cycles. By the end of week fourteen the system runs without the advisor.
Depth
- Three sessions a week: Monday intro, midweek workshop, Friday wrap. The advisor is available between sessions; questions the work surfaces during the week get answered when they come up, not parked until the next scheduled slot.
- Biweekly retrospectives.
- 0.5 days a week from the leadership team. No more.
- Runs independently by week fourteen.
What this work doesn't do
Right Things Nailed is not a strategy deck. It doesn't produce a sixty-page document for the board and leave the team to figure out delivery. It isn't a training course; nobody is learning leadership theory at the front of the room. It isn't a coaching engagement; coaching is part of the work but the deliverable is a running system, not personal development. And it isn't a six-to-twelve-month process. The cadence is part of the value.
Across multiple management boards I've sat on, I once analysed 132 decisions taken over six months. Ninety per cent of them weren't decisions. They were people approving someone else's call. That's the symptom. The cause is upstream: 95% of companies don't do the right things. They do things right, against the wrong target. Strategy without execution is a deck in a drawer; execution without strategy is a team moving fast in the wrong direction. The fourteen weeks exist to close both at once.
This is for you if
You're a founder, a family-business CEO, or the corporate CEO running on a strategy you may not fully agree with. The work between knowing what to do and the team actually doing it falls to you.
You want the strategy installed inside the team, not delivered as a slide deck. You've seen execution discipline added on top of an unclear strategy before. You want both halves to land together, by someone who stays until the system runs on its own.
This isn't for you if
What you actually need is your own judgment strengthened in 1:1 mode. That's Coaching & Mentoring.
Your strategy is already crisp and what's failing is execution rhythm only. That's the Execution Playbook standalone.
You own multiple companies and want one operating standard across the portfolio. That's Right Things Nailed Across Holdings.
Why Argo, for this program specifically
Pragmatic & focused
Cuts through complexity to critical drivers. 20/80 mindset applied to the field above: the one or two competition factors that actually drive customer choice, named and validated; everything else loses funding and attention. Maximum leverage from your team's time, half a day a week from the leadership team, no more. The pattern across 100+ companies in 8 countries holds.
Full confidence during change
Eliminates doubts during implementation. The hard weeks of a fourteen-week install land in the same places across roughly forty leadership teams: the goal that suddenly feels too ambitious, the senior person who says quietly that this isn't going to work, the week where nothing visible has moved yet. Someone who has steered those weeks before holds them, so you stay certain in front of the team. Proven track record. Executives come back to say thank you.
Owner's mindset & human-centric
Thinks like an owner, not a consultant. The board seats and the part-ownership across multiple companies mean these are decisions made from the owner's side and lived with afterwards, aggressive when something needed to land before drift set in. Highly structured systems-thinking with deep focus on people. Inside the team for fourteen weeks, then out. The system runs without the advisor.
Operator, not observer.
Installer, not trainer.
Bring the strategy that hasn't moved in six months.
A working session, not a sales call. We pressure-test it against your customers' actual buying criteria. What they pay for, not what you're proud of building. You leave with a clear read on whether the problem is the strategy, the execution rhythm, or the bridge between them, whether or not you book the program.