Four practices, built around decisions.

Growth strategy

For boards deciding where the next phase of revenue comes from.

Growth questions usually arrive as a list of options with no common yardstick. We build that yardstick first: the size of each prize, what it costs to win, and the capability gap between here and there.

• Market and segment sizing grounded in primary research, not desk estimates
• Portfolio and prioritisation reviews, including what to exit
• Pricing architecture and margin analysis by product and channel
• Entry strategies for new geographies and adjacent categories
• Investment cases written for the finance committee that will challenge them

Operating model design

For organisations where good decisions take too long.

Structure is the last thing we change, not the first. We start with the decisions the organisation has to make well, then design the accountabilities, forums and measures around them.

• Decision rights mapping across the executive layer and below
• Organisation design, spans and layers, and role clarity
• Governance and meeting architecture that removes duplicate forums
• Shared services and centre-of-excellence design
• Post-merger integration of teams, processes and systems

Performance and cost

For management teams under margin pressure with a year to fix it.

Cost work fails when the baseline is contested. We spend the first fortnight building numbers that finance, operations and the business units all recognise, and only then open the debate about what to change.

• Zero-based cost baselines and driver analysis
• Procurement and third-party spend review
• Process redesign and automation in high-volume functions
• Working capital and inventory improvement
• Savings tracking that reconciles to the P&L, quarter by quarter

Data and technology advisory

For leaders being asked to approve large technology spend.

We are not a systems integrator and we do not resell platforms, so the recommendation is whatever the business case supports. Often that is less technology than the original proposal assumed.

• Technology strategy and platform selection, vendor-neutral
• Data foundations: ownership, quality and reporting that is trusted
• AI opportunity assessment, with a hard view on what is not worth doing
• Delivery assurance and recovery for programmes that have slipped
• Technology cost and licensing review