RCG is small, by design.

The firm is a founder and a senior engineering partnership. Everything else follows from that.

Most consulting firms are pyramids. A named partner at the top, a tier of mid-weight advisors in the middle, and a base of junior consultants doing most of the actual work. The economics of that shape reward scaling horizontally — hire more juniors, sell more hours, grow revenue without growing the named partners who actually matter to clients. It is a model built for Phase Two volume. It is not a model built for Phase Three work.

Really Conscious Group is shaped differently. A founder, Thomas Green. A senior engineering partnership that sits inside every pod engagement. A deliberately small working footprint. The people who arrive on day one of an engagement are the people who stay through day three hundred. When we say we work with a handful of companies at a time, by design, that is the design we mean.

This page explains why.

Led by Thomas Green.

Thomas's career has had three phases, which turned out to be preparation for this one. The first was in triple bottom line consulting — the work of helping organisations take seriously their responsibilities to people, profit, and planet at the same time. That lineage runs under everything RCG does, and it is why the Future Business Growth Model looks the way it looks. The second was in digital transformation and marketing technology, through two decades of work spanning product, strategy, growth, and the operational mechanics of building businesses in the exponential era. The third — the current one — is in AI and the Phase Three transition.

He is the author of the forthcoming book on Phase Three Transformation, writes at thomaswgreen.com, and is the founder of Really Conscious Group. He is based in Melbourne and works with clients across Australia and selectively internationally.

Thomas is the first point of contact for every engagement, and typically the named lead on Sprints and on the strategic layer of every Pod. This is not a name-on-the-door model where the work gets handed to juniors after the sale. The name on the door does the work.

The engineering partnership.

Strategy that does not ship is just expensive writing. The engineering partnership at the core of RCG is what turns the strategic work of a pod into production systems that run inside a client's business. We are not a consulting firm that added a delivery team; we are a strategy-plus-engineering firm from the beginning, because the Phase Three problem cannot be solved from one side of that line.

The senior engineering lead is a long-standing partner with deep experience in AI infrastructure, agent systems, and the operational work of deploying them inside complex businesses. We deliberately do not publish the partnership roster publicly, for reasons that matter to our clients and that we discuss openly in the enquiry conversation. What we will say here is that the seniority of the engineering capacity is the non-negotiable of every Pod engagement. If we cannot staff it at that level, we do not take the work on.

How we pick clients.

We assess fit, both ways. That line, which repeats across the site, is the operating principle of every first conversation. We are looking for a specific kind of client — a growth-minded leader inside an Australian business in the mid-market band, usually somewhere between five million and five hundred million in revenue, with an intent to do real Phase Three work rather than a procurement exercise looking for another AI vendor. You are looking for a specific kind of firm, and it is reasonable for you to be sceptical of us until we have earned otherwise.

We turn away work. Most enquiries do not become engagements. Some become Sprints that end cleanly without a pod commitment. Some become introductions to other firms we respect — and that's its own signal, because we do not hand off work we could have sold to ourselves unless the other firm is genuinely the better fit. The economics of this firm permit us to make those decisions because we are not trying to hit revenue targets that would force a different posture.

That is the short version of who we are. A founder with a three-phase career that turned out to be training for this one. A senior engineering partnership that carries delivery weight. A deliberately small working footprint. A client-selection process that is picky in both directions. And a foundation cohort being assembled as we speak.

If what you have read across the site resonates — the Phase Three framing, the Future Business Growth Model, the 1000 Companies Mission — then the next step is a conversation. If it doesn't, we will have saved each other the time. Both outcomes are useful.