Understand the operating intelligence. Transfer the capability.
Every engagement begins with the same question: where does the business depend on a person rather than an operating system? We diagnose the dependency, build a practical plan, and work with the team to make the capability transferable.
Schedule a DiagnosticWe start where the business actually runs.
At the center of the DCG Method is the Point of Execution: the specific conditions that make money change hands reliably. They often differ from the org chart or the seller's description. We locate them first, so the changes that follow protect them.
Technology can accelerate established processes, but it cannot automate judgment an organization has not yet articulated.
01 — Diagnose & Plan
Before we recommend a solution, we learn how the business actually works. We observe the operation, speak with the people closest to the work, identify the decisions and relationships carrying disproportionate risk, and map the places where knowledge is concentrated.
What we look for
- Founder or key-person decision bottlenecks
- Undocumented operating knowledge and exception handling
- Fragile customer, vendor, and employee relationship dependencies
- Unclear authority, approvals, roles, and handoffs
- Workflows that exist in practice but not in the operating system
- What must be protected before any process or technology change
What you receive
- A clear operating-dependency assessment
- A map of critical workflows, knowledge holders, and decision points
- Prioritized transition risks and opportunities
- A sequenced Plan of Action
- Clear ownership, timing, and implementation priorities
02 — Implement & Stabilize
DCG implements the operational improvements identified in the approved Plan of Action. Depending on the engagement, this may involve clarifying roles and decision-making authority, redesigning workflows, improving service delivery, coordinating technology changes, or establishing the training and accountability structures necessary for sustained adoption.
Technology and AI solutions are introduced where appropriate, after the underlying operational requirements have been understood.
What implementation can include
- Decision rules and escalation paths
- Workflow redesign and handoff clarity
- Knowledge capture and practical operating documentation
- Team training and live problem-solving
- Operating rhythms, accountability, and feedback loops
- Customer and stakeholder listening during periods of change
We finish when we see your team running the new system in live operations, not when a checklist is signed.
How an engagement is structured.
- The diagnostic stands on its own. It does not obligate you to buy implementation.
- Fees are estimated from scoped hours, agreed in advance, with a spending limit you approve.
- DCG reports to you and does not take a role inside the business.
One method. Different transition moments.
The structure is consistent because the underlying problem is consistent. The scope changes depending on whether you are preparing a founder-led business for its next stage, taking responsibility for an acquired company, or supporting a portfolio through repeated transitions.
Ericka Bourraine — 16 years inside service businesses.
Founder of Diligencka Consulting Group (DCG). 16 years building, operating, and stabilizing service-based systems across medical billing, professional services, local government, and founder-led operations. MPA, University of Miami. Quadrilingual in English, Spanish, French, and Haitian Creole.