Daniel O’Regan Strategic Consulting (DOSC)
A strategic communications consultant moved operational delivery off his desk so he could keep doing the strategic work.
The situation.
Daniel O'Regan has spent nearly a decade in strategic communications across the Mid Central North Island. The model is sole-operator with a network of contractors – flexible, high-value work, no overhead a strategic consultant should be carrying.
The structural problem with that model is operational delivery. Document formatting. Budget submissions. Newsletter production. Meeting minutes. The work that has to be done well or the consulting work loses credibility – but that the consultant is not the best person to do. It is also the work that pulls the consultant out of the work clients are actually paying for.
The options for a sole operator are constrained: hire a part-timer (overhead, management load, capacity in lumps), do it all themselves (eats into billable strategic hours), or outsource (find the right partner, manage the seam).
Daniel chose the third.
What we changed.
The engagement was scoped around operational delivery for a strategic consulting practice. The structural change was that the operational work moved out of Daniel's day without him becoming an employer. The seam between Daniel's strategic work and the operational output that supported it was managed by Admin Army.The outcome.
Daniel's time stayed on strategic communications. The operational output went out at a standard consistent with the consulting work it supported. The contractor model that DOSC ran on did not collapse under its own administrative weight.
In Daniel’s words.
"Their commitment to quality and flexibility in service delivery has allowed me to focus on what I do best, confident in the knowledge that the operational aspects of my business are in expert hands."
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