DOC.N.I.L.

COMMERCIAL SERVICES

COMMERCIAL SERVICES / CONSULTING + OPERATIONS

Find margin in the way the business actually works.

A spreadsheet opportunity is not a realized saving. We connect cost drivers, operational feasibility, and finance-approved measurement before counting a benefit.

What you receive Price this brief
FORCommercial Services
CAPABILITYConsulting + Operations
ENGAGEMENTProject based / scoped to your brief
01 / WHAT THE PRODUCT DELIVERS

Cost Savings Consulting

Turn cost pressure into a measured improvement program.

  • 01

    A normalized baseline and cost-driver map

  • 02

    A ranked savings opportunity register

  • 03

    A pilot and implementation responsibility plan

  • 04

    A benefits verification method separating cash savings, avoidance, and capacity effects

02 / THE WORKING METHOD

Built to create
a useful change.

Each opportunity carries a benefit identity and cost-owner signoff, reducing duplicate claims when several initiatives touch the same expense.

01 / ESTABLISH THE BASELINE

Establish the baseline

Identify cost pools, volumes, service requirements, and the conditions against which any improvement will be measured.

02 / BUILD THE OPPORTUNITY PORTFOLIO

Build the opportunity portfolio

Examine waste, consumption, rework, purchasing, and utilization. Separate actionable changes from ideas that shift cost elsewhere.

03 / PILOT + VERIFY

Pilot + verify

Prioritize the opportunities, define implementation owners, and compare results using an agreed verification method.

03 / SCOPE BEFORE PRICE

Three levels.
One clearly defined brief.

The rate-card scope factors are shown below. Client complexity is applied separately.

Focused / ×1

Focused scope

One project focused on one cost pool, site, or operating process with an agreed finance baseline.

Expanded / ×1.8

Expanded scope

One project across related cost pools or departments with an opportunity portfolio and coordinated pilots.

Complex / ×3.2

Complex scope

One project spanning several sites or categories, with executive prioritization and a formal benefits governance model.

04 / TUNE THE BRIEF

See how the scope
changes the investment.

A planning range using the same rate card as the full DOC N.I.L. calculator.

Client complexity and scope are separate factors. The written proposal confirms the level that matches your brief.

05 / THE ACCEPTANCE GATE

Know what good
looks like.

Track finance-confirmed realized savings against the agreed normalized baseline; record capacity, avoidance, and one-off effects separately.

ILLUSTRATIVE APPLICATION / NOT A CLIENT RESULT

Illustrative engagement

A manufacturer evaluates scrap and material consumption, then validates a pilot after adjusting for product mix and production volume.

06 / PRICE GUARDS

Protect the scope.
Protect the result.

Outside this product unless agreed.

  • Unverified percentage savings promises
  • Treating cost avoidance as realized cash savings
  • Supplier negotiations or implementation work beyond the agreed mandate

No hidden expansion.

The proposal confirms quantities, review rounds, locations, versions, and the service period. Additional work receives a written change scope before it starts.

8% G&A is additional. Third-party costs and applicable tax are confirmed separately. Estimates are planning ranges, not a booking or a guarantee of results.

Before we begin.

Do you guarantee a saving?

No. The engagement creates and tests a savings case. Realization depends on evidence, approvals, and implementation conditions.

Can fees depend on savings?

Any contingent arrangement requires a separate written definition of the baseline, eligible benefits, verification, payment timing, and exclusions.

07 / CONNECTED PRODUCTS

Build the next part.

Separate products. Connected when the brief calls for them.

GOOD WORK STARTS WITH A CLEAR BRIEF

Define the next move.
Then make it happen.

Build a planning estimate Discuss this product