Amplitude One works with mid-sized companies in Portugal and across Europe to diagnose operational bottlenecks, sharpen strategy, and build the internal capacity to sustain change without outside help.
Four weeks of structured process review covering up to eight core workflows. Includes 20-30 staff interviews, time-and-motion sampling, and a benchmarking report against sector peers. Final deliverable is a ranked findings document and a prioritised action list with effort and impact estimates for each item.
Six weeks of facilitated leadership sessions using a structured hypothesis-testing approach. We bring the market data; your team brings the institutional knowledge. Output is a one-page strategic intent statement and a 90-day action plan, both written by your team with our facilitation, so ownership stays inside the organisation.
Eight to twelve weeks of change architecture work: stakeholder mapping, communication design, milestone gates, and a resistance-management plan built around your specific organisational culture. We remain available for real-time course correction through the first 90 days of implementation.
Book a Rapid Diagnostic Call for €350. Ninety minutes, a written summary within 48 hours, no obligation to proceed.
The term 'operational diagnostic' gets used loosely in consulting. Some firms use it to mean a two-day workshop. Others use it to mean a six-month transformation programme. At Amplitude One, it means a specific four-week process: structured interviews, time-and-motion sampling, benchmarking, and a ranked findings report. This article describes what that looks like from the client's perspective.
Read more →When a leadership team says they need a strategy, they usually mean one of two different things. The first is that they genuinely do not know where the organisation should be going. The second, which is more common, is that they have a direction but cannot get the organisation aligned around it. These are different problems and they require different interventions.
Read more →Change programmes fail at a high rate. The reasons given are usually cultural: 'the organisation resisted', 'people were set in their ways', 'leadership did not commit'. These explanations are not wrong, but they are not specific enough to act on. After working through change programmes in financial services and logistics organisations in Portugal and Spain, we have identified three root causes that account for most of the failures we have seen.
Read more →We spend the first two weeks of any engagement doing nothing but listening and measuring. We interview staff at every level, map existing processes, and quantify where time and money are actually going before we write a single recommendation.
Every framework, model, and playbook we build belongs to you the moment it is finished. We do not lock clients into proprietary tools or recurring licences. The goal is that you run it yourself after we leave.
At the start of each project we agree on specific, numeric targets. If we cannot define what success looks like in a number, we push back until we can. Vague outcomes are not outcomes.
Diogo Ferreira spent nine years inside Portuguese financial institutions before founding Amplitude One in Lisbon in 2017. His last corporate role was head of the transformation office at a mid-sized insurance group in Porto, where he led a three-year operational restructuring that reduced claims-processing time by 34%. He trained in industrial engineering at the University of Porto and later completed a part-time executive programme in organisational behaviour at Nova SBE. Outside work, he keeps a close reading habit: one non-fiction book per fortnight, annotated in the margins. He believes most strategy problems are, at root, measurement problems.
The Operational Diagnostic runs four weeks. The Strategy Clarification Sprint runs six. Change Programme Design is eight to twelve weeks depending on organisational complexity. The Board Advisory Retainer is ongoing with a six-month minimum. We do not extend timelines without a written scope change agreed by both parties.
Yes, though most of our work is in Portugal and Spain. We have completed engagements in the Netherlands and Germany. All work can be conducted in Portuguese or English. We do not currently have a permanent presence outside Portugal, so international engagements involve travel costs, which are itemised separately and agreed in advance.
Financial services, logistics, and professional services. We turn down work outside these three areas. This is not a marketing position; it is a genuine operational constraint. We have found that sector depth matters more than methodological breadth, and we are not willing to trade one for the other.
