Who we work with

Typically our clients are aware of their challenges, but don't know the best way to address them or are looking for new and innovative ways to do so. They are ambitious and understand the importance of engaging their organisation in delivering change.

Our business has been built on personal recommendations, which we believe is the strongest endorsement of our quality.  Our clients tell us this strong bond is due to our desire to truly understand their business, engage with their people, and together meet their tough challenges.

Ultimately, it is about delivering exceptional performance that has a positive impact on the bottom-line.

We aim to build long-term relationships based on trust in our delivery, hopefully we can add you to our list of growing clients.

  • Anglo-American


    Operational Improvement programme at their flagship Cement complex. Initial 8 week scoping phase followed by a 9 month delivery working across all the functions at all levels of the workforce.

  • AOL Europe

    AOL Europe

    A business transformation programme to develop a pan-European portal for AOL. Provided the critical programme leadership resource to supplement the client’s existing team through the initial Discover and Design phases. This included developing the strategy, business requirements, implementation roadmap, and a detailed business case.

  • Arqiva


    A 12 month assignment to direct a company wide process and systems led change programme at Arqiva, designing and then implementing ‘one best way’ of performing the key business end-to-end processes, using lean tools. Alongside the process and system changes, the Programme focused on Leadership Development and improving data integrity and reporting. The assignment also led the design and implementation of a revised operating model for Arqiva.

  • Barclays Group

    Barclays Group

    Engaged to turnaround a struggling high profile IT programme set up to address new regulatory requirements. After an initial 2-week programme assessment, we were asked to manage the programme and the various IT vendors to bring the programme back on track and inside budget. The 12-month engagement led to a successful implementation of the new system inside budget and timescale.

  • Barclays Asset & Sales Finance

    Barclays Asset & Sales Finance

    A strategic review to support the development of their 5-year plan. Conducted a thorough review of income projections, potential market impacts and productivity potential across the various parts of the business, as well as a detailed impact analysis for a major office consolidation.

  • Barclays Commercial

    Barclays Commercial

    A major business transformation in Commercial Lending. Involved redesigning the end-to-end process and organisational structure, as well as developing an appropriate technology solution by managing several technology partners. After an initial feasibility phase and a high-level business case, we supported the programme through a detailed design phase, a thorough assessment of technology vendors and a proof of concept.

  • Lehman Brothers

    Lehman Brothers

    A technology effectiveness project, which addressed a specific issue in the Sales Credit area of the bank. A 6-month project that focused on developing a technology solution and building a web based front end for user access.

  • Ladbrokes


    Six month delivery support for a major marketing initiative, focused on the refresh and re-launch of an in-flight programme. The programme was focused on marketing effectiveness and customer behaviour insight with the aim of shifting the business to be more customer-driven.

  • Nomura


    A technology effectiveness project that involved developing Business Requirements Documentation (BRD) to solve several technology issues in their European business. The BRDs covered scope, process analysis and user requirements, as well as project plans and costings for solution delivery.

  • Sidel


    Engaged to carry out a planning, reporting and governance review with the purpose of validating current strategic and operational targets and increase confidence in the ability to deliver against them. During the 8-week project a validated top down P&L evolution target was produced along with quantified bottom up initiatives and associated implementation plans, which were underpinned by integrated governance, forecasting and reporting processes. 

  • Tesco


    A 3-month Operational Improvement engagement to support a client team in rapidly analysing existing information and complimenting it with insights driven from a nationwide survey of store managers. Recommendations were fed into the operational plan with the aim of delivering targeted cost reductions.

  • Tetra Pak

    Tetra Pak

    A strategic review of the structure and location of the corporate head office and its associated functions. Factors that were considered covered tax, resource capability and availability, logistics, and real estate costs. The assignment consisted of an initial phase followed by a 12-month implementation programme.

  • Thatcham


    Preparation and facilitation of a two-day offsite event to develop a 5-year strategy plan. Case studies and benchmarking were developed based on similar organisations to feed into the event. During the event a number of aspects were considered, including income generation, industry risks, business model variations and customer needs.

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