Business Consulting built around your operating reality
Most consulting engagements produce slide decks that gather dust. Ours produce measurable shifts in how your teams plan, execute, and report. We work inside your operations, not above them. Every recommendation we make has a named owner, a deadline, and a way to tell whether it worked. If you run a company between 20 and 500 people and suspect your growth is being throttled by how you operate rather than what you sell, this is where we start.
How an engagement unfolds
Your revenue has grown but your margins have not kept pace. You have more than 20 employees and the founders are still solving operational problems that should sit with middle management. Reporting feels like guesswork. You know something is off but cannot pinpoint where the drag lives.
We work best with leadership teams who are willing to change how they work, not just what they measure. If you want a partner who will sit beside your ops lead and rebuild a broken process from the inside, we should talk.
You need a one-off strategy document with no implementation support. We do not produce PowerPoint-only deliverables. We also do not take on pre-revenue startups or businesses with fewer than 15 staff, because the operational complexity we specialise in typically has not yet emerged at that stage.
If you are looking for an outsourced CFO, fractional CMO, or technology integrator, we can recommend trusted partners in those spaces. Our lane is operational and strategic advisory with hands-on delivery.
What happened at a £12m logistics firm
They called us because deliveries were late 22% of the time and customer complaints had tripled in a year. The MD assumed the problem was driver scheduling. It was not.
Our scan found that the warehouse pick-and-pack process had five redundant handoffs, each adding 11 minutes to order fulfilment. We redesigned the floor layout, cut two handoff stages, and introduced a simple barcode verification step that reduced mis-picks by 74%.
Late deliveries dropped to 6% within ten weeks. The warehouse team reported lower stress. The MD now uses the same diagnostic approach when problems surface in other departments.
Capability matrix
| Capability | Typical trigger | Duration | Outcome measure |
|---|---|---|---|
| Operational diagnostics | Margin erosion, rising costs without clear cause | 3–4 weeks | Root-cause map with costed fix plan |
| Growth strategy design | Revenue plateau, unclear market positioning | 6–8 weeks | Prioritised growth roadmap with financial model |
| Process re-engineering | Bottlenecks, rework, customer complaints | 8–14 weeks | Cycle time reduction, defect rate drop |
| Financial restructuring | Cash flow pressure, covenant risk | 4–10 weeks | Revised capital structure, lender agreement |
| Post-acquisition integration | Completed deal, two cultures colliding | 10–16 weeks | Unified systems, retained key staff, synergy capture |
| Leadership alignment | Founder–board tension, succession gaps | Ongoing | Agreed governance model, role clarity |
Ready to see where the drag lives?
Book a diagnostic call. Forty-five minutes, no charge, no obligation. We will ask hard questions and tell you honestly whether we can help.
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