Scoped, priced and published, so you know what you are buying before you ask.
What you are buying is judgement: making sense of a situation, testing what is being claimed, and saying plainly what the evidence will and will not support. The packages below are the shapes that work usually takes once we know what we are dealing with. Most pieces of work draw on more than one of these areas.
Getting from competing priorities to a clear plan your team recognises, believes in and can actually act on.
Boards, leadership teams, roles and decision-making: the things that either hold an organisation up or quietly hold it back.
Income and investment strategy, funding and business cases, and the evidence behind them, all built on what you can realistically deliver.
Measurement that tells you something useful, and reporting that boards, funders and investors will trust.
The people affected, whether customers, communities or staff, built into how things are designed and delivered rather than consulted at the end.
How work actually moves through your organisation, and where it keeps getting stuck.
Published prices are the Tier 1 figure, so the most accessible number is the one on the page. The days shown are minimum delivery days rather than a cap, and larger scopes are priced from there. There is deliberately no small introductory package. If what you need is a short piece of clarity rather than a programme, say so in the first conversation and it will be scoped around what is actually in front of you.
An honest look at how you measure and report what you actually achieve.
For when reporting has become a chore that tells nobody anything.
More about the Impact and Evaluation Review →Following how work actually moves, and finding where it stops.
Six days is the minimum rather than the target. It is what a review needs at any scope to be worth doing. Larger scopes are priced from there.
More about the Operations and Workflow Review →Lived experience built into design and delivery, not consulted at the end.
For when you mean it, and need it to be more than a workshop.
More about Co-Production in Practice →Independent evaluation with learning at its heart, not judgement at the end.
For funded programmes and investor-backed work that needs evidence someone else will trust.
More about the Evaluation Partnership →Flexible senior capacity for the work that does not fit a package.
Day rate set by the tier your organisation falls into. If you are not sure which of these you need, that is what the first conversation is for, and something smaller can be scoped around it.
Strategy fails in the handoffs. This is the work of looking at how things actually move through an organisation, and where they keep stopping.
Operations and workflow consultancyAsking for a price is a barrier, and barriers filter out exactly the organisations this practice exists to reach. So here is the whole ladder.
Your tier is set from your most recent published accounts, not from negotiation. Travel is charged at cost and shown separately, never buried in the day rate. Package prices are days multiplied by your tier rate, so the number is derived rather than picked. All figures exclude VAT; The Hayes Collective is not currently VAT registered, so none is chargeable.
No. The judgement was formed inside public systems, and that is deliberate rather than incidental, because it is where evidence gets contested hardest and decisions carry the most consequence. The situations it applies to are not sector specific. A contested decision, a claim nobody has tested, an opportunity that may or may not be real: those arrive in a growing business as readily as in a council.
No, although commissioning is where a lot of this was learned. Selling commissioning support back to the system would be recreating the old job. The more useful version is using what that taught me about how institutions decide, how money moves and why good ideas fail, and applying it wherever somebody has a difficult choice to make.
A published day-rate ladder tiered by annual turnover: £500, £575, £675 and £750. Smaller organisations pay less for the same work, not a reduced version of it. Package prices are simply days multiplied by your tier rate, so nothing is picked by feel, and your tier is set from your most recent published accounts rather than by negotiation.
Yes. Suffolk-based, working UK-wide, in person and remotely. Travel is scoped into the fee rather than added afterwards.
Yes. It is part of what you are buying. It is done with care, and it is done in the room rather than in a footnote.
That is the preference. The work is stronger when it is built with the people who know the organisation, and it leaves capability behind rather than dependency.
Practical consultancy for public systems, commercial enterprises, founder-led organisations and community interest companies.