Green Mirage Hub works with small and mid-size organisations on operational strategy, process design, and decision-making frameworks. No retainer lock-in, no junior handoff.
Green Mirage Hub started in early 2019 after Lewis Marsden spent a winter working inside a well-funded organisation that had no shortage of consultants and no shortage of slide decks, but could not tell you clearly why it kept making the same operational mistakes. The problem was not a lack of analysis. It was that the analysis never connected to how decisions were actually made day to day. That gap is what this practice was built to close.
The name is deliberate. A mirage is what you see when you mistake a reflection for the thing itself. A lot of consulting produces exactly that: a polished version of what the client already believes, dressed up as independent insight. The work here starts from the opposite direction. We spend the first part of every engagement trying to understand what the organisation is actually doing, not what it says it does. That usually surfaces something more useful than the original brief.
A four-to-six-week review covering decision-making structures, resource allocation, and performance measurement. Delivered as a written report with a prioritised recommendation set. Suitable for teams of 10 to 200.
From £3,800We document current workflows through structured interviews and observation, identify breakdown points, and produce a revised process design with a visual map and plain-language implementation notes.
From £2,400A lightweight, one-page decision framework built around your team's actual recurring choices. Includes a facilitated walkthrough session to embed the criteria before we leave.
From £1,600Half-day or full-day sessions for leadership teams. We design the agenda, run the session, and deliver a written action summary within 48 hours. Available in-person at your site or remote.
From £1,200 per dayhello@green-mirage-hub.com
2-12-3 Nishi-Rokugo, Ota City, Tokyo 144-0056
Since 2019, Green Mirage Hub has worked with organisations in professional services, infrastructure, and the public sector. Engagements have ranged from a three-week process review for a twelve-person team to a five-month strategy programme for a division of several hundred. Lewis Marsden runs every project personally. There is no associate network, no subcontracting, and no junior staff doing the analysis while a senior person presents it. If you want to know what you are getting, you are reading it now.
The analysis never connected to how decisions were actually made.A process audit does not have to be a big event. Done well, it is a series of structured conversations and a few hours of observation that produces a clear picture of how work actually moves through your organisation. The disruption comes when the audit is poorly scoped or when people feel they are being evaluated rather than consulted.
Read more →Some decisions should only be made once. If your team is relitigating the same question every quarter, the problem is not that the people are indecisive. The problem is that the criteria for the decision have never been made explicit. A decision framework is just a way of writing those criteria down.
Read more →The question of whether to bring in outside help is one that most organisations answer based on budget and frustration level rather than a clear-eyed assessment of what outside help can actually do. That leads to engagements that do not deliver, and to internal problems that could have been fixed with a bit of structured thinking.
Read more →Lewis Marsden runs every engagement. You talk to the person doing the work, not a project coordinator.
Every project starts with a written scope document. Scope changes are discussed openly, not billed silently.
Work is structured as discrete projects. You can commission one piece of work and stop there.
Lewis Marsden spent eleven years in operations and strategy roles before founding Green Mirage Hub in 2019. He ran process redesign projects for a mid-size logistics firm, then led a two-year internal audit programme at a regional infrastructure group before deciding he preferred working across organisations rather than inside one. He reads a lot of technical documentation for fun, which is either a gift or a problem depending on who you ask. Green Mirage Hub is his attempt to build the kind of consulting practice he always wished existed: direct, specific, and honest about what it cannot do.
The diagnostic call is designed to answer exactly that. In 60 minutes we can usually tell whether the problem is scoped well, too broad, or something you can resolve internally without outside help. We will say so plainly either way.
Yes. Remote engagements work well for process design and decision framework work. Workshop facilitation can be done remotely or in-person depending on your preference and location. There is no geographic restriction on enquiries.