Two directors, no pyramid
How we staff engagements, how we scale when a programme needs more, and how much of us is actually available. Published, because it is the question everyone asks eventually and nobody likes asking early.
Most consultancies sell you a partner and deliver a team you have not met. The economics require it: there is a bench to keep busy, and the person who won the work is needed to win the next one. It is not dishonesty, it is structure, but you feel it in month two when the person who understood your problem stops attending.
We are built the other way round. Dual Perspective is two directors, Rosalyn Potts and Matthew Hodgkinson, and we do the work we sell. That places a hard ceiling on how much we can take on, which we would rather publish than disguise. In exchange, every hour you buy is a director's hour, and the people in your discovery workshop are the same people in your steering group nine months later.
What you get
The same two people, named and accountable, throughout.
Directors do the work
Both of us are named on the engagement. There is no pitch team, no handover to juniors after contract signature, and no account manager between you and the people making decisions.
Roughly 30 years between us leading product, delivery and customer experience at Johnson & Johnson MedTech, Sky, ASDA, Covéa Insurance and Leeds Building Society.
UX and CX, both fluent in delivery
Matt leans UX, Rosalyn leans CX. Both of us are experienced across product, research and delivery, and product judgement runs through both rather than sitting with one of us. You get two perspectives on the same problem in the same conversation, not a handoff between "the strategy person" and "the delivery person."
No bench to feed
We have no utilisation target and no consultants sitting idle, so we have no commercial reason to make your programme larger than it needs to be.
One discovery with a social housing provider ended with 40% of a committed roadmap removed and roughly £280k of planned spend avoided. A firm with a bench does not write that recommendation.
Where we sit on a transformation programme
We are not competing for the build. We are the intelligence on your side of the table.
What we own
What implementation partners own
This split is deliberate. A firm that also wants the implementation contract cannot give you an unconflicted view of whether the implementation is the right shape. Because we do not bid for the build, our recommendation costs us nothing to make honestly.
How we scale when a programme needs more
Named people, agreed in advance, never substituted quietly.
Specialist associates
We bring in associates for the depth we do not hold ourselves: specialist research, content design, data, accessibility. You get their name and background before they start, and you can say no.
Implementation partners
Where a programme moves into sustained build or large scale rollout, we work alongside established delivery partners rather than pretending we can staff it ourselves. For engagements that need product development capacity, we work with Hedgehog Lab. We stay in the design authority role throughout and hold the work to the intent.
What never changes
Accountability stays with us. We do not disappear once partners are onboarded, we do not mark up their time invisibly, and we do not swap someone out without telling you first.
If a partner is not performing, that is our problem to fix, and we will tell you about it before you notice it.
Current capacity
We would rather tell you we are full than take your money and under serve you.
We hold fractional product and delivery leadership roles alongside project work, and those roles are Dual Perspective engagements rather than something we do on the side. We think they are a reason to hire us: we are currently inside organisations making decisions, not describing what we did in 2019. But they are also real commitments, which is why we publish what is left rather than telling every prospect we are available.
If the timing does not work, we will say so at the first conversation. We will also tell you if we think someone else is a better fit for what you need.
Continuity
What happens when a programme outlasts a single conversation.
Both of us know your engagement
Neither of us is a single point of failure on your work. We are both briefed, both attend the sessions that matter, and either of us can pick up the other's thread without you having to re-explain anything.
The thinking is documented as we go
Decisions and their rationale are written down while they are being made, not reconstructed at the end. Blueprints, backlogs and decision logs live in your systems, in your formats, owned by you.
You should end up needing us less
The goal is that your team becomes more capable, not more dependent. We coach as we deliver, hand over cleanly, and are happy to be the supplier whose engagement gets smaller over time.
Questions procurement asks
You're two people. Can you handle a large programme?
Who actually does the work we are paying for?
What happens if you bring in other people?
You hold fractional roles elsewhere. Will we get your attention?
What happens if one of you is unavailable?
Can you work through our procurement process?
How do you price, given there are two of you?
Ask us what we've got free
Tell us what you're trying to do and when. We'll come back within one working day with an honest read on whether we're the right fit and whether we have the capacity to do it properly.
Prefer email? contact@dualperspective.co.uk