How we work
Four weeks from diagnosis to action plan
Week one: the honest look
We spend three days on-site. We read your accounts, interview key staff, and map your cash flow. No questionnaires sent by email. We want to see the business running, not a curated version of it.
Week two: pattern recognition
Our analysts compare your operating data against sector benchmarks. Where are you leaking margin? Which product lines actually earn their keep? We identify the two or three issues that, if solved, move the needle most.
Week three: the plan, written plainly
You receive a document your management team can read in under an hour. It names the problems, proposes specific changes, estimates the cost of each change, and forecasts the financial impact over 12 months. No 80-page strategy bible.
Week four: working session
We sit with your leadership team for a full day. We walk through the plan, debate priorities, and agree on a 90-day implementation calendar. If you want us to stay on and help execute, we can. If not, the plan is yours to run.
What we do
Consulting services built around real problems
We don't offer everything. We focus on five areas where we have genuine depth and a track record of measurable results.
Operational improvement
We look at how work flows through your business, from order intake to delivery. Most firms we assess have 15–25% more capacity than they realise, locked up in duplicated steps and approval bottlenecks. We redesign those processes and train your people on the new way.
Financial restructuring
When the balance sheet needs attention, we work with your finance team and lenders to restructure debt, renegotiate terms, or identify assets that should be divested. We have done this for firms with turnover from £2m to £85m.
Leadership and governance
Founder-led firms often outgrow their original management structure. We help you design a board that works, recruit non-executive directors, and create accountability frameworks that don't drown people in meetings.
Growth strategy
Should you expand into a new market, acquire a competitor, or double down on your existing customer base? We build financial models for each option, stress-test them, and present the trade-offs clearly so you can decide with confidence rather than gut feeling.
Due diligence and transaction support
Buying or selling a business is stressful enough without surprises at completion. We run commercial and operational due diligence for acquirers and prepare vendor reports for sellers. Our average engagement runs six to eight weeks and covers everything from customer concentration risk to IT infrastructure age. Last year we supported 14 transactions with a combined value of £120m.
Common questions
Things clients ask before they sign
Talk to us
Start with a conversation, not a contract
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442 Russel-Harris Hill, Kihn-upon-Reilly, Wales, RZ4 3RQ, United Kingdom
