Expertise
Six practices, and what each one is engaged to deliver
Every practice below is led by a partner in daily client work. What follows is the question each is called in for, what you receive at the end, and how long it usually takes.
- 6
- Practices
- 4–16 wks
- Typical engagement
Corporate Strategy
Called in when a portfolio has drifted, a market has moved, or a board has funded a plan nobody believes. We rebuild the case from the demand side up, test it against the operation, and set out what to fund and what to close.
- Typical length
- 10–14 weeks
- Practice lead
- Adaeze Okonjo
What you receive
- Portfolio review with a fund, hold or exit position on every business unit
- Three-year plan with a bottom-up revenue model your finance team owns
- Market entry case including the cost of the first two years of losses
Operating Performance
Cost-to-serve, throughput, yield and working capital. We size the opportunity in the first fortnight so the executive team can decide whether to continue, then build the plan with the line managers who will run it.
- Typical length
- 12–16 weeks
- Practice lead
- Rafael Duarte
What you receive
- Opportunity map sized by site, line and customer segment
- Ninety-day implementation plan with a named owner on every action
- Weekly operating review pack the client keeps running after handover
Transaction Advisory
Commercial diligence for acquirers and their lenders, synergy cases that survive the first budget cycle, and the integration plan for the hundred days after close. We work alongside the deal team rather than behind it.
- Typical length
- 4–9 weeks
- Practice lead
- Marta Lindqvist
What you receive
- Commercial diligence report with a stress-tested revenue bridge
- Synergy case split into cost, revenue and one-off, each with an owner
- Day-one and hundred-day integration plan with a decision calendar
Technology & Data
Platform and architecture decisions assessed on payback rather than on a vendor roadmap. We look at what the estate actually costs to run, what the migration will genuinely take, and what the automation case is worth after change management.
- Typical length
- 8–12 weeks
- Practice lead
- Tobias Renner
What you receive
- Estate assessment with run cost by application and by business capability
- Target architecture and a sequenced migration plan with cost per wave
- Automation business case modelled net of change and retraining cost
Organisation Design
Spans, layers, accountability and the operating model that follows a merger, a spin-off or a new chief executive. We start from the decisions the organisation has to make, not from the boxes it currently has.
- Typical length
- 8–12 weeks
- Practice lead
- Priyanka Menon
What you receive
- Decision map showing who decides, who is consulted and where it stalls
- Target structure with spans, layers and a costed transition path
- Role charters for the top three layers, written and agreed
Risk & Regulation
Regulatory change programmes for financial services and healthcare clients: gap assessment against the incoming rule, remediation plan, and the evidence pack that a supervisor will accept without a second request.
- Typical length
- 10–20 weeks
- Practice lead
- Callum Reyes
What you receive
- Gap assessment mapped clause by clause to current controls
- Remediation programme with a supervisory reporting calendar
- Evidence pack and control testing protocol handed to internal audit
How an engagement runs
Four phases, and a decision point at the end of each
The same shape every time, so an executive team always knows what happens next, what it costs and what they are holding at the end of it.
- Week 1
Frame
A partner spends four days with the executive team and the data, and writes down the question the engagement will answer. If the question is already answered, we say so and stop here.
You receive
A one-page engagement charter, signed by both sides
- Weeks 2–4
Size
We quantify the opportunity from primary data before we design anything, so the executive team can decide whether the prize justifies the programme. Findings are shared as they emerge.
You receive
A sized opportunity map with the model attached
- Weeks 5–11
Design
The plan is built with the managers who will run it, in working sessions rather than in a room down the hall. Every action carries a named owner, a date and a number it is expected to move.
You receive
An implementation plan owned by line management
- Weeks 12–24
Hand over
We run the first two operating reviews with your team and then watch them run the next four. Ninety days of partner access is included, and no invoice follows it.
You receive
A running operating rhythm and ninety days of support
Selected engagements
What the work produced
Clients are described rather than named, because most of this work sits under a confidentiality agreement. Figures are taken from the client ledger at handover.
- Industrial manufacturing14 weeks
A family-held components group, four plants
The situation
Margin had fallen for six consecutive quarters while volume held. Nobody could say which products were losing money.
- 18.4%
- Gross margin, up from 11.9%
- $31M
- Working capital released
- Healthcare services16 weeks
A regional network of 22 outpatient clinics
The situation
Two acquisitions had left three scheduling systems, four contracts with the same payer, and a nine-day booking lag.
- 2.6 days
- Average booking lag, from 9.1
- $14.7M
- Annual run-rate saving
- Financial services20 weeks
A mid-market lender preparing for supervisory review
The situation
An incoming capital rule touched 61 controls, and the internal gap assessment had been open for eleven months.
- 61 of 61
- Controls evidenced at first submission
- 0
- Supervisory follow-up requests
- Consumer goods9 weeks
A branded food producer entering two new markets
The situation
The board had funded a launch plan built on distributor forecasts that had never been tested against shelf data.
- $46M
- Avoided spend on the weaker market
- 11 months
- Time to positive contribution
Next step
One conversation is usually enough to know
Forty-five minutes with a partner, no charge and no proposal attached. If we are not the right firm we will say so and suggest who is.