Is your organization transforming fast enough to hit your strategic plan?

It is free, and there is no catch. The Lab is a private, 1:1 diagnostic — five stages, on your timeline. You keep everything you build at each one: your Adaptive Capacity profile, a written diagnosis, a program design, an executive deck, and a board-ready business case — whether or not you ever hire us. Your time is the only cost: a handful of executive hours from you, senior hours from us. We can do this because we would rather build the proof case with the right few leaders than sell a program to everyone.

Three structural differences. First, the people — the €7B proof case was run by the operator who sits across from you, not an advisor, and everyone you meet has either held your seat at a billion-dollar enterprise or funded someone who has. Career consultants and junior staff never touch your work. Second, the model — MBB delivers programs, workshops, decks, and leaves. We help you design a behavioral system your own team runs, so the capability stays with you. Third, the economics — MBB transformation engagements start at seven figures and keep consultants on site for months. The Lab is free, and the program you design afterward runs at a fraction of consulting cost with your team owning the result. The transformation failure rates — McKinsey 70%, BCG 75%, Bain 88% — are not about talent; they are about a model that cannot shift behavior because the people running it have never had to live with the results.

Fair question. The defining test: who owns the capability after the engagement ends? In consulting, the firm owns the IP and the expertise — when they leave, your team is back where they started. In the Operators Lab™, your team owns everything. The diagnosis and the plan are yours after the Lab whether you continue or not. If you go on to build the program, the coach-the-coach model certifies your internal people to run it, and you keep the Demand Metric Growth Platform — 650+ frameworks. The business model is the inverse of consulting: we succeed when you do not need us anymore.

Yes. Roy is our Operator-Coach-in-Residence. He runs the Peer Operator Briefing in the Design stage — walking you through exactly what he built, operator to operator — and returns in the final stage for a direct Q&A with your executive team: the good, the bad, and the ugly of doing this over two years. Across the rest of the Lab the load is carried by our trained Operator-Coaches working under his design, and he is available to participants through our group coaching clinic.

Usually a replacement for the capability building layer, but not the strategy advisory. Consultants are good at strategy, org design, and decks. They are poor at producing behavior change on the ground — their billing model depends on frameworks and workshops, not on frontline habit formation. The Operators Lab™ sits where your consulting spend has been most disappointing: the gap between the plan and what people actually do on Monday morning.

Yes. The proof case was delivered across three continents with commercial leaders coming from more than a dozen countries. The method is mindset and behavior-first, which transfers across cultures — we are not importing an "American" sales playbook, in fact our Founder is a Canadian living in Colombia. Operator-Coaches are matched to language and region where it matters. Roy leads in English, German, and Dutch and has extensive experience at senior levels in large Japanese enterprises, and working in the Americas, EMEA and APAC.

The Lab itself is free and runs on your timeline — a few months, or a fast track in weeks. The real commitment only comes later, if you decide to build the program you designed. In key-account B2B, where sales cycles are long, a CFO-validated proof case takes time to compound. Roy's €7B specialty chemicals company reached mid-eight-figure EBITDA impact across his full portfolio in under 18 months — the Academy was the centerpiece, not the whole story. Anyone promising that speed and those kinds of results on a multi-billion-dollar enterprise, from a single program or cause, is selling you snake oil.

Most internal change-management or PMO functions are resourced to run programs — workshops, toolkits, communications plans. They are not resourced to coach individual operators or teams through mindset and behavior change on live commercial problems while the plane is flying. That is what the Operators Lab™ does. We work shoulder-to-shoulder with you and your commercial teams on real Growth Projects until new behaviors stick, then we leave. It is a capability injection, not a program. Additionally, our approach is based on decades of behavioral science across multiple disciplines, not a 'methodology' such as ADKAR or similar.