Questions leadership teams ask before starting

Growing organisations whose coordination has become heavier than the informal habits that used to carry it. The usual counterparts are founders, operations leads, and heads of delivery or client service. The practice is not limited to one industry. It is limited to process strategy: ownership, handoffs, decisions, and review.

The practice is based in Chișinău, at Mihai Eminescu Street 74. Clients may be in Moldova or elsewhere. Remote sessions are used when a real case can still be walked properly. Some work is easier on site, especially when the handoffs happen on a floor rather than in a system.

No. Andrian Pronin does not sell, configure, or implement BPM software. A process design can later inform a system project. The engagement itself stops at the operating design: maps, rules, decision rights, and cadence.

Often, yes. Many maps describe the intended path and miss the waits, the informal fixes, and the decisions that have no owner. A diagnosis tests the map against recent cases. If the map is already true, the conversation will say so.

By the cost of the friction, not by the elegance of the diagram. A good first flow is one that crosses more than one role, happens often, and is currently slow, unclear, or full of rework. The discovery conversation narrows this before a proposal is written. The sequence is on the journey page.

No. Whole-company documentation programmes tend to finish as binders. Engagements are bounded to a named workflow or a named set of interfaces. If a second flow matters, it can be a later proposal.

For the first conversation, almost nothing: one example of the work and the names of the people who touch it. After a proposal is accepted, the practice sends a short list. Recent cases matter more than old policy documents.

No. Leaders set the boundary and the decisions. The people who move the work show where the line actually breaks. A diagnosis that never leaves the management meeting is not a diagnosis.

A Diagnostic Brief is typically two to three weeks. A Redesign Program is typically six to ten weeks. Cadence Advisory usually runs across one quarter at a lighter pace. These are ranges, not promises. The proposal states the timeline for the named scope. The formats are compared on the offer page.

One client contact handles scheduling and materials. Decisions that change the design are confirmed in writing between sessions. There is no separate client portal and no marketing newsletter.

Short working documents: maps, registers, role notes, handoff standards, and a cadence pack when that service is included. They are written to be used by the team, and they are reviewed with the client contact before they are treated as final. The list for each service is on the services page.

Yes. Process detail, cases, and internal names are treated as the client’s operating information. The practice does not publish client stories from private engagements. A proposal can restate that expectation in writing. The website’s own handling of enquiry data is described in the Privacy Policy.

No. A clearer process can reduce waiting and rework, and it can also reveal that a step takes longer when it is done properly. The practice does not promise a percentage saving, a headcount change, or a revenue outcome. See the disclaimer.

In the written proposal, after the workflow and the participants are known. The proposal includes the fee and the point at which it is due. There is no obligation to accept it. Public pages do not show a rate, because a rate without a scope would be misleading.

The team runs the line. Some clients stop. Some request a separate proposal for the next service, often cadence after redesign. Continuation is optional. The practice does not remain as an extra manager.

Send a note through the contact form or email [email protected]. Include the workflow and your role. The practice replies, usually within two business days, to arrange a scoping conversation or to say if the request is outside the work.