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Decisions
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DecisionTypeStatusApplies inApproved byUpdated
audit-cycle-targetThe audit cycle time target is three to four days, from a current five to eight.MeasurementActiveAudit and quality workflow3–4 daysmarcus.webb@meridian-labs.com1 min agoonboarding-targetThe onboarding SLA is three to four weeks, against a current six to eight.MeasurementActiveConsultant onboarding3–4 weeksmarcus.webb@meridian-labs.com1 min agosteering-cadenceStatus calls with the Head of Operations are held weekly, every Friday.GovernanceIn conflictEngagement governanceweekly, Fridaypriya.anand@clearpath-solutions.it1 min agodirect-competitorCertis Italia is the direct competitor in the home market, at a comparable size and under pricing pressure.GeneralNot enough evidenceClearPath SolutionsCertis Italia Srlmarcus.webb@meridian-labs.com1 min agoknowledge-repository-readinessMigrating to a centralised repository requires data the engagement did not have.GeneralActiveKnowledge managementMigrating to a centralised repository requires data the engagement did not have.marcus.webb@meridian-labs.com1 min agoimplementation-startImplementation begins on 6 January 2026 with the quick wins.PrioritisationActiveClearPath Solutions2026-01-06marcus.webb@meridian-labs.com1 min agoorganisational-modelThe current model works to about 100 employees and does not scale to 150–200 without structural change.GeneralActiveClearPath Solutionsceiling ~100 employeesmarcus.webb@meridian-labs.com1 min agoonboarding-durationThe final report measures current onboarding at six to eight weeks.GeneralIn conflictConsultant onboarding6–8 weeksmarcus.webb@meridian-labs.com1 min agoteam-utilisation-targetTeam utilisation moves from 68% to 75% by June 2026, seven percentage points.MeasurementActiveClearPath Solutions68% → 75%marcus.webb@meridian-labs.com1 min agoknowledge-platformA knowledge management platform is selected and implemented in phase two, at €5K–€20K a year.ToolingActiveKnowledge managementphase 2, €5K–€20K/yearmarcus.webb@meridian-labs.com1 min agoknowledge-repositoryDocumentation moves to one central repository on existing systems first, before any platform is chosen.Process changeActiveKnowledge managementcentralised repository firstmarcus.webb@meridian-labs.com1 min agointake-standardA formal scope sign-off is required before work begins, on a project scoping template with required elements.Process changeActiveClient intake and scopingscope sign-off requiredmarcus.webb@meridian-labs.com1 min agoaudit-review-modelPeer review before client delivery becomes a required quality control gate.Process changeActive1 waiting for reviewAudit and quality workflowpeer review gatemarcus.webb@meridian-labs.com1 min agoaccess-provisioning-timeTool setup for a new hire takes three to seven days through an ad hoc process.GeneralIn conflictConsultant onboarding3–7 daysmarcus.webb@meridian-labs.com1 min agoaudit-analysis-varianceThe analysis and finding summary step is the high-variance stage of an audit, at two to five days.GeneralActiveAudit and quality workflow2–5 days, high variancemarcus.webb@meridian-labs.com1 min agoonboarding-cycle-measuredThe interim deck puts the onboarding cycle at thirty-six to fifty-five days, five to eight weeks.GeneralActiveConsultant onboarding36–55 daysmarcus.webb@meridian-labs.com1 min agoengagement-windowThe proposal sets the engagement window at 8 September to 28 November 2025.GeneralNot enough evidenceEngagement governance2025-09-08 to 2025-11-28marcus.webb@meridian-labs.com1 min agoonboarding-benchmarkIndustry best practice for onboarding is three to four weeks against ClearPath’s six to eight.GeneralNot enough evidenceConsultant onboarding3–4 weeks benchmarkmarcus.webb@meridian-labs.com1 min agogeographic-scopeThe review covers Florence, with a lighter Milan assessment delivered as an appendix on 1 December.ScopeNot enough evidenceEngagement governanceFlorence plus Milan appendixMilan satellite officeThe CEO asks for Milan to be assessed, a late addition outside the original Statement of Work.nora.chen@meridian-labs.com1 min agoboard-presentation-dateThe final report lands on 1 December, ahead of the board meeting on 10 December.GovernanceNot enough evidenceEngagement governance2025-12-10nora.chen@meridian-labs.com1 min agodelivery-sequenceThe intake findings lead the delivery; the audit trail work gets weeks eight and nine once the data is complete.PrioritisationNot enough evidenceEngagement governanceintake leads, audit followsnora.chen@meridian-labs.com1 min agofinal-report-deliveryThe full final report is delivered on 1 December 2025.GovernanceNot enough evidenceEngagement governance2025-12-01nora.chen@meridian-labs.com1 min agomilan-assessment-depthProposed: a light-touch Milan review as an appendix, keeping the 1 December delivery, rather than a deep dive that would move it to mid-December.ScopeNeeds review1 waiting for reviewnora.chen@meridian-labs.com1 min agoboard-meeting-dateThe client has a board meeting on 10 December at which the findings are to be presented.GeneralNot enough evidenceEngagement governance2025-12-10nora.chen@meridian-labs.com1 min agobenchmark-sharingIndustry benchmarks on compliance documentation standards were sent to the client ahead of the final report.GeneralNot enough evidenceEngagement governanceIndustry benchmarks on compliance documentation standards were sent to the client ahead of the final report.nora.chen@meridian-labs.com1 min agohistorical-data-availabilityAudit request records before 2023 are not available, so trend analysis works with what exists.GeneralNot enough evidenceEngagement governanceAudit request records before 2023 are not available, so trend analysis works with what exists.nora.chen@meridian-labs.com1 min agoobservation-protocolObservation is not an audit and nothing in the final report is attributed to an individual.GovernanceNot enough evidenceEngagement governanceno individual attributionnora.chen@meridian-labs.com1 min agoteam-lead-rosterThe interview roster names four team leads: Marco Fiore, Laura Galli, Riccardo Boni and Chiara Lentini.GeneralNot enough evidenceClearPath Solutions4 named leadsnora.chen@meridian-labs.com1 min agoinitial-data-requestThe client supplies audit reports, the org chart, documentation templates and a system inventory by 19 September.GovernanceNot enough evidenceEngagement governancedue 2025-09-19nora.chen@meridian-labs.com1 min agoheadcount-reportedThe kickoff summary circulated internally records about 78 staff in the Florence office.GeneralNot enough evidenceClearPath Solutions~78 staffnora.chen@meridian-labs.com1 min agodocumentation-standards-confidenceThe documentation standards finding rests on less complete data than the other two and is not to be overclaimed.GeneralNot enough evidenceKnowledge managementThe documentation standards finding rests on less complete data than the other two and is not to be overclaimed.nora.chen@meridian-labs.com1 min agopresentation-structureThe intake process findings lead the board presentation; audit infrastructure is framed as a six to twelve month initiative.PrioritisationNot enough evidenceEngagement governanceintake leadsnora.chen@meridian-labs.com1 min agobottleneck-severity-ratingProposed: keep the severity ratings for risks seven and nine, which rest on smaller samples and are more inferential than the rest.MeasurementNeeds review1 waiting for reviewnora.chen@meridian-labs.com1 min agoreporting-depthThe depth of the reporting analysis is scaled back to buy schedule.ScopeNot enough evidenceEngagement governancereducednora.chen@meridian-labs.com1 min agoaudit-analysis-scheduleAudit trail analysis is running about a week late because the Q3 2024 migration left gaps in the historical logs.GeneralNot enough evidenceEngagement governance1 week latenora.chen@meridian-labs.com1 min agointake-cycle-timeOne observed client intake took nine days against a team target of three to five.GeneralIn conflictClient intake and scoping9 days observed vs 3–5 targetnora.chen@meridian-labs.com1 min agocto-availabilityThe CTO is hard to schedule; three requests went unanswered and his input gates the audit analysis.GeneralNot enough evidenceEngagement governancegatingnora.chen@meridian-labs.com1 min agodata-access-windowThe SOW grants access to twelve months of historical logs, and a Q3 2024 database migration may break that trail.GeneralNot enough evidenceEngagement governance12 monthsnora.chen@meridian-labs.com1 min agoretention-root-causeWhy junior consultants leave is not known; advancement is suspected, and the question is outside this engagement.GeneralNot enough evidenceClearPath SolutionsWhy junior consultants leave is not known; advancement is suspected, and the question is outside this engagement.marcus.webb@meridian-labs.com1 min agojunior-turnover-rateProposed: junior consultant turnover is about eighteen percent a year, estimated from hiring frequency, never verified against HR data.MeasurementNeeds review1 waiting for reviewmarcus.webb@meridian-labs.com1 min agooperations-coordinatorProposed: one person owns the onboarding curriculum and process improvement end to end, most likely by restructuring an existing role.Process changeNeeds review1 waiting for reviewmarcus.webb@meridian-labs.com1 min agoaudit-cycle-recommendationProposed in the preview: an audit queue of two to three days at most.MeasurementNeeds review1 waiting for reviewmarcus.webb@meridian-labs.com1 min agoprovisioning-slaA twenty-four hour security review SLA applies to standard access requests, targeting one to two days of provisioning.Process changeNot enough evidenceConsultant onboarding24 hours security reviewmarcus.webb@meridian-labs.com1 min agoworkshop-agreementThe quality assurance lead agreed to the workshop conclusions with caveats she did not withdraw.GeneralNot enough evidenceAudit and quality workflowThe quality assurance lead agreed to the workshop conclusions with caveats she did not withdraw.marcus.webb@meridian-labs.com1 min agopeer-review-precedentA peer-review pilot was tried before and abandoned after four weeks because people did not trust it.GeneralNot enough evidenceAudit and quality workflowabandoned after 4 weeksmarcus.webb@meridian-labs.com1 min agoimplementation-priorityThe audit queue redesign is the first thing to change: a process fix, pilotable on one team, with the fastest return.PrioritisationNot enough evidenceEngagement governanceaudit queue redesign firstmarcus.webb@meridian-labs.com1 min agoteam-lead-countThe Head of Operations states that ClearPath has four team leads.GeneralIn conflictClearPath Solutions4 team leadersmarcus.webb@meridian-labs.com1 min agoonboarding-measurementClearPath has no automated tracking of when a new hire reaches autonomy, so the size of the gap is an estimate.GeneralNot enough evidenceConsultant onboardingClearPath has no automated tracking of when a new hire reaches autonomy, so the size of the gap is an estimate.marcus.webb@meridian-labs.com1 min agoonboarding-duration-estimateProposed: time to meaningful autonomy is six and a half to seven weeks, from observation and recollection rather than instrumentation.MeasurementNeeds review1 waiting for reviewmarcus.webb@meridian-labs.com1 min agolegacy-system-useThe legacy system has an intake module, but it is slow enough that teams work by email and shared folders instead.GeneralNot enough evidenceClient intake and scopingbypassedmarcus.webb@meridian-labs.com1 min agoworkflow-trackingEvery team keeps its own spreadsheet because the legacy system is unreliable.GeneralNot enough evidenceClearPath Solutionsper-team spreadsheetsmarcus.webb@meridian-labs.com1 min agointake-assignmentIncoming client files are picked up by whoever notices them; there is no formal assignment.GeneralNot enough evidenceClient intake and scopingno formal assignmentmarcus.webb@meridian-labs.com1 min agojunior-turnoverNobody at ClearPath knows the junior consultant turnover rate; HR data was requested and promised for the Friday.GeneralNot enough evidenceClearPath SolutionsNobody at ClearPath knows the junior consultant turnover rate; HR data was requested and promised for the Friday.marcus.webb@meridian-labs.com1 min agosystem-accessThe consultants get read-only guest accounts, with sandbox access wherever client data is involved.GovernanceNot enough evidenceEngagement governanceread-only guest accountsmarcus.webb@meridian-labs.com1 min agomilan-headcountThe Milan office has about eight people and is mostly client-facing.GeneralNot enough evidenceMilan satellite office~8 peoplemarcus.webb@meridian-labs.com1 min agotemplate-governanceNo governance exists around template creation: teams build their own versions and some carry broken formulas.GeneralNot enough evidenceClient reportingnonemarcus.webb@meridian-labs.com1 min agoheadcountThe CEO describes the firm as about 120 people, mostly in Florence.GeneralIn conflictClearPath Solutions~120 peoplemarcus.webb@meridian-labs.com1 min agoclient-data-turnaroundClient data provision is the largest single bottleneck, at an estimated twelve hours a week, and is measured by estimate only.GeneralNot enough evidenceAudit and quality workflow12 h/week, estimate onlyyuki.tanaka@meridian-labs.com1 min agobottleneck-severityFour bottlenecks carry an unknown severity and no estimated impact, because no data exists to rate them.GeneralNot enough evidenceAudit and quality workflowFour bottlenecks carry an unknown severity and no estimated impact, because no data exists to rate them.yuki.tanaka@meridian-labs.com1 min agoknowledge-channelSlack is the default knowledge channel, which makes the knowledge base ephemeral and hard to search after the fact.GeneralNot enough evidenceKnowledge managementSlack, ephemeralyuki.tanaka@meridian-labs.com1 min agoknowledge-source-preferenceConsultants treat external contacts as more current than internal systems, so expertise is never written down.GeneralNot enough evidenceKnowledge managementConsultants treat external contacts as more current than internal systems, so expertise is never written down.yuki.tanaka@meridian-labs.com1 min agowiki-statusThe internal Confluence wiki was last updated in March 2023 and consultants do not trust it as current.GeneralNot enough evidenceKnowledge managementdefunct since March 2023yuki.tanaka@meridian-labs.com1 min agocompliance-matrix-qualityTwo embedded compliance-matrix formulas were broken; one was corrected and one was delivered as a known issue.GeneralNot enough evidenceClient reportingTwo embedded compliance-matrix formulas were broken; one was corrected and one was delivered as a known issue.yuki.tanaka@meridian-labs.com1 min agoreport-reuseAbout 60% of a client report is copied from the previous one and updated by hand; 40% is newly written.GeneralNot enough evidenceClient reporting60% reusedyuki.tanaka@meridian-labs.com1 min agoreport-templateReport templates exist in several versions across shared drive, email and Slack, with no single source of truth.GeneralNot enough evidenceClient reportingno single source of truthyuki.tanaka@meridian-labs.com1 min agostandards-monitoringNothing tracks changes to external compliance standards, so a mid-review update caused two and a half hours of rework.GeneralNot enough evidenceAudit and quality workflowNothing tracks changes to external compliance standards, so a mid-review update caused two and a half hours of rework.yuki.tanaka@meridian-labs.com1 min agosignoff-queue-depthFourteen deliverables were waiting for the CTO’s final sign-off, eight of them for more than five business days.GeneralNot enough evidenceAudit and quality workflow14 waiting, 8 over 5 daysyuki.tanaka@meridian-labs.com1 min agoaudit-cycle-timeA junior auditor estimates the same audit phase at two to three days.GeneralIn conflictAudit and quality workflow2–3 daysyuki.tanaka@meridian-labs.com1 min agoaudit-stage-timingThe time a deliverable spends at each stage of the audit queue cannot be measured: ClearPath does not track it.GeneralNot enough evidenceAudit and quality workflowThe time a deliverable spends at each stage of the audit queue cannot be measured: ClearPath does not track it.yuki.tanaka@meridian-labs.com1 min agoworkload-visibilityEither the team lead overstated his workload or operations tracking does not match actual team workload; both are unresolved.GeneralNot enough evidenceClient intake and scopingEither the team lead overstated his workload or operations tracking does not match actual team workload; both are unresolved.yuki.tanaka@meridian-labs.com1 min agoteam-lead-client-loadOperations tracking shows Marco Fiore’s active portfolio at three clients for Q3 2025.GeneralIn conflictClient intake and scoping3 clientsyuki.tanaka@meridian-labs.com1 min agointake-session-timeOne intake consumed two and a half hours, much of it spent finding historical material.GeneralIn conflictClient intake and scoping2.5 hoursyuki.tanaka@meridian-labs.com1 min agointake-current-practiceThere is no standardised intake form; the team lead tracks clients in a personal spreadsheet.GeneralNot enough evidenceClient intake and scopingnone; personal spreadsheetyuki.tanaka@meridian-labs.com1 min agoonboarding-dependencyAll initial knowledge transfer depends on one person, which will not hold at the planned hiring pace.GeneralNot enough evidenceConsultant onboardingAll initial knowledge transfer depends on one person, which will not hold at the planned hiring pace.yuki.tanaka@meridian-labs.com1 min agoonboarding-structureOnboarding is informal: mentoring is delegated to one senior consultant with no checklist and no written SOPs.GeneralNot enough evidenceConsultant onboardinginformal, single mentoryuki.tanaka@meridian-labs.com1 min agointernal-communicationWhat "improve internal communication between teams" means has not been defined: frequency, channels and content are all open.GeneralActiveClient intake and scopingWhat "improve internal communication between teams" means has not been defined: frequency, channels and content are all open.priya.anand@clearpath-solutions.it1 min agointake-cycle-targetProposed: cut the time from first client contact to kickoff from three or four weeks to two.MeasurementNeeds review1 waiting for reviewpriya.anand@clearpath-solutions.it1 min agoreport-assembly-timeSenior staff spend an estimated 15–20% of their time assembling reports by hand; the target is to halve it.GeneralActiveClient reporting15–20% of senior timepriya.anand@clearpath-solutions.it1 min agosignoff-dependencyDavid Park personally reviews about 40% of all deliverables, which does not scale.GeneralActiveAudit and quality workflow~40% of deliverablespriya.anand@clearpath-solutions.it1 min agotooling-budgetProcess changes must be implementable within the existing €380K annual IT budget, without a major technology investment.CommercialActiveClearPath Solutions€380K annual IT budgetpriya.anand@clearpath-solutions.it1 min agosoftware-selectionSoftware evaluation, selection and procurement are out of scope for this engagement.ScopeActiveEngagement governanceout of scopepriya.anand@clearpath-solutions.it1 min agogoverning-lawItalian law governs the Statement of Work; disputes go to mediation in Florence first.CommercialActiveEngagement governanceItaly; mediation in Florencepriya.anand@clearpath-solutions.it1 min agodata-retentionClient materials are deleted or returned within thirty days of completion; interview and research materials are kept one year, then destroyed.GovernanceActiveEngagement governance30 days; research materials 1 yearpriya.anand@clearpath-solutions.it1 min agodeliverable-ownershipDeliverables become the client’s exclusive property on receipt of full payment.CommercialActiveEngagement governanceclient, on full paymentpriya.anand@clearpath-solutions.it1 min agodeliverable-review-periodThe client has ten business days to accept a deliverable or request revisions; silence is acceptance.GovernanceActiveEngagement governance10 business dayspriya.anand@clearpath-solutions.it1 min agochange-authorityOnly Thomas Reed’s written approval can modify the Statement of Work or the engagement terms.GovernanceActiveEngagement governanceThomas Reed, in writingpriya.anand@clearpath-solutions.it1 min agoprimary-contactPriya Anand is the client’s primary point of contact, with authority over scheduling, data requests and interim feedback.GovernanceActiveEngagement governancePriya Anandpriya.anand@clearpath-solutions.it1 min agoengagement-durationThe engagement runs twelve weeks from the kickoff date of 8 September 2025.GovernanceActiveEngagement governance12 weeks from 2025-09-08priya.anand@clearpath-solutions.it1 min agopayment-schedulePayment is 30% on execution, 30% on delivery of the Observation Findings Report and 40% on the final deliverables.CommercialActiveEngagement governance30 / 30 / 40priya.anand@clearpath-solutions.it1 min agoengagement-feeThe total project fee for the process review is €85,000, exclusive of VAT.CommercialActiveEngagement governance€85,000priya.anand@clearpath-solutions.it1 min agoaudit-bottleneck-locationClearPath suspects the audit bottleneck is the review-and-sign-off step but has never measured it.GeneralNot enough evidenceAudit and quality workflowClearPath suspects the audit bottleneck is the review-and-sign-off step but has never measured it.priya.anand@clearpath-solutions.it1 min agoaudit-queue-backlogThe internal audit queue backs up by five to eight business days, worst in Q4.GeneralNot enough evidenceAudit and quality workflow5–8 business dayspriya.anand@clearpath-solutions.it1 min agotechnology-investmentThe engagement addresses process and people, not a technology overhaul or software selection.ScopeNot enough evidenceEngagement governanceprocess and people, not technologypriya.anand@clearpath-solutions.it1 min agoheadcount-targetClearPath targets a headcount of 150–200 employees within eighteen months.GeneralNot enough evidenceClearPath Solutions150–200 employees in 18 monthspriya.anand@clearpath-solutions.it1 min ago