Our approach

How we work: diagnose, design, build, adopt, hand over

We work in five phases, run in sequence: diagnose, design, build, adopt and hand over. A Project Management Office (PMO) holds them together: a small team that keeps every initiative on one plan, tracks decisions and risks, and reports to leadership every week, so accountability for the outcome sits in one place. Every plan starts with the PPS Backbone Review, four weeks at a fixed fee, and every engagement is designed to end with your own people running the system.

In one line: we diagnose, design, build, drive adoption and hand over, in that order, with one PMO accountable for the outcome and your own people running the system when we step back.

What happens in each phase?

Phase 1
Diagnose

We start with the four questions from our book, The 4Sync Method, and map the work as it actually happens, which is rarely how the org chart says it happens: the constraints, the bottlenecks, the duplicated effort, the approvals waiting on one desk. We write down with you what must not change, and agree what success will be measured by.

At the end: a one-page picture of where the business depends on a few people, your Keep list, one fix working, and the plan. This phase is the PPS Backbone Review, the first four weeks of every plan.
How the Review works
Phase 2
Design

We design the future state: workflows, roles and decision rights, SOPs, service levels, approval and escalation matrices, and the KPIs and dashboards that show whether it is working. Then we sequence it, because trying to change everything at once is the most common way these programmes fail.

At the end: an agreed future state, and the order in which it will be built.
Phase 3
Build

We set up the PMO and run the build. Each initiative is delivered by us, by your team, or by an external vendor working to our specification and under our oversight.

At the end: the PMO running, and the new workflows, SOPs and tools in place.
Phase 4
Adopt

Training, change management and reinforcement, run as a phase with its own plan and measures instead of being squeezed in at the end. Redesign is the easier half; adoption decides whether any of it survives.

At the end: people using the new way of working, measured rather than assumed.
Phase 5
Hand over

We build your own PMO inside the business, help hire or train the people who will run it, and hand it over. Every engagement is designed to end.

At the end: your team passing the plan's handover test and running the system, with us stepped back to a consultative role.

The method in practice: our results

How do several initiatives run at once without chaos?

Through one PMO between leadership and everyone doing the work. Every initiative runs on the same plan, the same decision log and the same weekly cadence, whether we deliver it, your team does, or a vendor does.

Priorities are set across the whole portfolio of initiatives, not project by project.
We run vendor selection: requirements, a request for proposals, evaluation, specification and acceptance criteria.
Vendor delivery is validated by the PMO, never by the vendor.

Promoter and leadership

PMO

One plan, one decision log, one risk register, one escalation path

Work we execute

Design, tool configuration, SOPs, dashboards and training
Your team

Initiatives your own people own and run
External vendors

Built to our specification, signed off by the PMO

Priorities and decisions flow down through the PMO. Reporting from all three lanes flows back up through it, as one weekly view for leadership.

How is this different from a consultant or a software implementer?

Both do useful work. The difference is where each one starts and where it stops.

How PPS Consulting India compares with a report-and-recommend consultancy and a software implementer
Compared on	Report-and-recommend consultancy	Software implementer	PPS Consulting India
Starts from	A framework and industry best practice	The software's standard setup	How your business actually runs
Leaves you with	A report and recommendations	A configured tool	A working system: roles, cadence, SOPs and tools, run by your people
Stops at	The final presentation	Go-live	Handover, once your team runs it without us
Adoption	Left to you	Training on the tool's features	A phase of its own, with a plan and measures

Why don't you work from an industry template?

Sector consultants arrive with a template of how an industry should run. We arrive with a method, and learn how your business actually runs from the people who already run it. That is deliberate: a template is what gets rejected in month three, and a system your people helped build is what is still running after we leave.

Who does the work?

The founders lead every engagement and stay accountable for the outcome.

Rahul Kulkarni leads diagnosis, design, governance and vendor selection.
Rashmi Kulkarni leads implementation, adoption and handover.

Associate consultants and specialists join as the work needs them. The team that runs the system after we leave is built inside your business, so it stays when we step back.

About the principals

How do you charge?

In two stages: the first four weeks, then the plan for your problem.

The PPS Backbone Review: a fixed fee of ₹1,50,000 to ₹3,50,000 plus GST and expenses, by the size of the business.

The first four weeks are the PPS Backbone Review, and they count as the plan's first month: their fee is part of the plan's total. Where a plan falls in its range depends on the size and complexity of the business; the exact days and fee are set in week four. From the second month, fees follow our days in your business, so they step down as your team takes over. About half of our days are on site.

The lengths and fees assume a sponsor who stays involved and the time the plan names on your side. With less, the plan takes longer and costs more; we will say so early and agree any change with you first. You can stop after the first four weeks, or at the end of any month with 30 days' notice, and you keep everything we built. Two problems at once is one programme with one first step, and the second plan adds about half its usual fee.

Fees cover our time. Travel, stay and meals for in-person work are paid by the client at actual cost, wherever it takes place. International engagements quoted in USD.

What's included in the Review

The plans, side by side

Each problem's plan, and the successor's route: how long it runs, our days in your business, and the typical fee
The problem	How long	Our days in your business	Typical fee, in all
Everything still goes through you	Six months	12 to 16 days in the first month, falling to 4 days in the last	₹10 to ₹15 lakh plus GST and expenses
Growth has outrun the way work gets done	Six months	14 to 18 days in the first month, falling to 4 days in the last	₹11 to ₹17 lakh plus GST and expenses
You're taking over the family business	The successor's route: three to six months	Two working sessions a month, with you	About ₹1 lakh a month, so ₹3 to ₹6 lakh in all, plus GST and expenses
Big projects stall halfway	Three to six months, to go-live	12 to 18 days in the first month, falling to 4 days in the last	₹10 to ₹20 lakh plus GST and expenses
You bought the tool. Adoption stalled.	Three months, after go-live	10 to 14 days in the first month, falling to 6 days in the last	₹6 to ₹9 lakh plus GST and expenses

100+ engagements
62,000+ delivery hours
Top 1% Expert-Vetted on Upwork
100% job success, independently verified

Across Upwork and direct contracts, including the people on our project teams.

MIT MicroMasters, Supply Chain
Six Sigma Black Belt
PRINCE2 Practitioner

“He's been instrumental as we've evaluated and reconfigured our internal strategic consulting operations.”

Upwork client, professional services (strategy consulting), US-based global enterprise

Questions people ask about how we work

How long does a full engagement take?

Most plans run three to six months in all, the first four weeks included. The first four weeks are the PPS Backbone Review, and each problem's plan has its own length, set out on that problem's page.

Who is accountable when a vendor builds part of the system?

The PMO. We set the specification and the acceptance criteria before the vendor starts, and the PMO validates the delivery against them. A vendor never signs off its own work.

Do you implement the software yourselves?

For work-management and automation tools, usually yes: ClickUp, Monday.com, Asana, Smartsheet and Jira, and automation in Zapier, Make and Power Automate. For an ERP or another large system, we run the vendor selection and oversee the vendor's delivery.

Do you use AI?

Yes, where it takes cost out of work that is already settled: drafting reports, reading invoices and orders, routing approvals, answering routine questions from your own SOPs. We set it up in the tools you already use and measure the hours it saves. We settle the process first, because AI on a process nobody owns only automates the confusion.

What happens to the PMO when you leave?

It stays, and your people run it. Building that capability is the last phase: we help hire or train the people who will own the system, hand it over, and step back to a consultative role.

Can we stop after the first four weeks?

Yes. The PPS Backbone Review stands on its own: four weeks at a fixed fee, ending with one fix working and a plan that is yours to keep, whether or not we build it with you. Whether we stay for the rest is decided after it, not before.

By Rahul Kulkarni, MIT MicroMasters (Supply Chain) · Last updated 2 October 2026

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