TJA Consulting installs a disciplined operating rhythm inside mid-market US firms, the weekly reviews, the quarterly resets and the cross-functional meetings that make execution boring on purpose. Built for management teams who are tired of running the company off their inbox.
Most engagements touch all five. Each one is a discrete piece of the cadence, designed against the actual company, installed with the management team, and handed back so the rhythm runs without us.
A one-hour weekly meeting that replaces the dozen scattered status calls the executive team is currently running. Standard agenda, named owners, decision log, and the dashboard the room actually looks at. Installed in the first six weeks.
Quarterly objectives written so they are actually usable on a Tuesday, not just at the offsite. Cascade rules, a calibration process for the leadership team, and a quarterly business review that closes the loop on the prior quarter before opening the next.
The meetings between the functions, product and revenue, ops and finance, sales and delivery, that usually run on goodwill and Slack threads. We design the working contracts, the shared dashboards and the escalation paths so coordination stops being a personal favor.
Who decides what, on what cadence, with what input, written down. We separate the decisions that belong in the WBR from the ones that belong on a manager's desk, and we install a memo-and-meeting pattern that stops the executive team from being the bottleneck on every call.
The new rhythm only survives if the managers running it are honest about how they show up in the room. Six to twelve weeks of coaching on the leadership team's operating habits, preparation, presence, follow-through, embedded inside the live cadence, not separate from it.
After the install, a retainer that joins the QBR once a quarter, audits the cadence between visits, and pulls drift back before it becomes a re-engagement. The least flashy work we do, and usually the most valuable. Optional, never required.
A company runs on its rhythm. When the rhythm is sharp, the strategy gets a fair chance. When the rhythm is broken, no strategy survives the calendar. Operating Principle
Every engagement runs through the same four stages so the cadence is built on evidence, installed by the management team, and absorbed into how the business actually runs after we leave.
Three to four weeks of interviews, meeting observation, dashboard review and a friction inventory. You get a written read on where the rhythm is breaking before any change is committed to.
A two-day working session that turns the assessment into a designed cadence, meetings, owners, agendas, decision rights, dashboards. The executive team signs off on the design before install begins.
Eight to twelve weeks running the new rhythm alongside the leadership team. Live coaching in the room, document templates handed over, and the calibration that turns a design on paper into a habit on the calendar.
Quarterly check-ins, an audit of the cadence between visits, and a standing escalation if the rhythm starts to drift. The Sustain stage is optional and continues only as long as it earns its keep.
Different companies, the same underlying problem: the management team is carrying too much coordination personally, and the calendar has stopped being a tool and started being a weapon.
Businesses past the first scale crunch where informal coordination has stopped working but the founders still run every meaningful conversation. We install the rhythm that lets the company outgrow the founder's calendar without losing the founder's standards.
Post-acquisition or post-merger operating teams whose two cadences are politely ignoring each other. We design one shared rhythm and run the install with both sides in the room, so coordination stops being a negotiation every Monday.
Portfolio companies, or specific functions inside them, under pressure to hit a number on a deadline. We tighten the operating cadence around that number, so the board reporting stops being a fire drill and the team has a fighting chance on the plan.
What CEOs, COOs and operating partners usually want to know before committing to an assessment. If yours is not here, send the question.
It means the regular, predictable cycle a company uses to plan, decide and adjust, weekly business reviews, monthly operating reviews, quarterly objective resets, and the cross-functional meetings that hold it together. We design the cadence to the company, then install it: agendas, attendance, decision rights and the documents that travel between meetings. The point is to take the chaos of ad-hoc coordination off the management team's plate.
Mid-market US firms between roughly 50 and 1,500 employees where the executive team is carrying too much coordination load personally. Founder-led companies that have outgrown informal coordination, newly merged teams whose two operating cultures have not converged, and PE-backed departments with a deadline to hit a number are the three patterns we see most often.
Execution. We are happy when the strategy is already chosen. Our work begins after the plan is set, when the question is whether the management layer can actually run it on a predictable cadence without burning out the people in the room. If the strategy is unclear, we will tell you and refer you elsewhere before we take the engagement.
An assessment runs three to four weeks. A full Design and Install engagement usually runs twelve to sixteen weeks, ending with the new cadence running on its own. A Sustain retainer, quarterly tune-ups and cross-functional support, runs as long as it earns its keep, typically six to twelve months.
Both, with a default of remote-first delivery and in-person sessions for the working sessions that benefit from a room, usually the design workshop, the install kickoff, and the first quarterly review. We are based in Arizona and travel nationally for the in-person portion. We do not maintain a walk-in office, so all engagements are scheduled.