Most consulting has the incentives backwards. The longer a problem takes to fix, the more billable time it creates — so a lot of engagements quietly stay open longer than they need to.
That's not how we operate. We don't measure success by how long we're retained. We measure it by how quickly your team can run without us. We work alongside the people doing the work, fix what's slowing them down, and leave the improvement with your team — not with us.
A letter from the founder
“We don’t want to be your consultant forever. If you still need us in a year, we didn’t do our job.”
Founder, BMR Consulting
A letter from the founder
Blake RathburnFounder & Managing Consultant
I started BMR Consulting with a simple belief: good consulting should make itself unnecessary.
Too often, consultants become part of the problem — meetings turn into reports, reports turn into recommendations, and organizations end up dependent on someone else to solve their problems. That’s not what I wanted to build.
At BMR, we focus on how the work gets done. We spend time with the people doing it, find what’s getting in their way, and fix it alongside them — because most operational problems don’t come from bad people, they come from processes that never kept up.
We don’t want to be your consultant forever. If you still need us in a year, we didn’t do our job. That doesn’t mean we disappear — we’re always here when new challenges come up. But the improvements should belong to your team, not to us.
Fix the problem. Build the capability. Leave things better than we found them.
— Blake RathburnFounder & Managing Consultant