Business Consulting services

Revenue growth strategy

This engagement begins with a two-week diagnostic. We interview your sales team, review CRM data, examine conversion rates at each stage of your pipeline and benchmark your pricing against competitors in the same region and sector. In weeks three through six, we build a revenue model that links specific activities to income targets: how many outbound calls per week, what close rate is realistic, which customer segments offer the highest lifetime value. The final two weeks are spent pressure-testing the plan with your management team and refining it into a document your sales managers can use as a daily playbook.

Deliverables: competitor pricing matrix, pipeline health scorecard, 90-day revenue action plan, two coaching sessions for your sales leads.

Duration: eight weeks. Fee structure: fixed project fee agreed before kick-off.

Cost and operations review

We request access to your management accounts, supplier contracts, payroll summaries and logistics records. Over three weeks our analyst maps your spending into a standardised cost taxonomy so we can compare line items against industry norms for companies of similar size and sector. The result is a prioritised list of savings opportunities, each with an estimated annual value, implementation difficulty rating and a named owner within your team who would be responsible for executing the change.

Common findings include duplicate software licences, freight routes that could be consolidated and supplier contracts that have not been renegotiated in more than three years. On average, clients in the £5m to £30m turnover range recover between 8% and 14% of their operating costs within the first twelve months.

Deliverables: cost taxonomy spreadsheet, savings opportunity register, supplier renegotiation brief, implementation timeline.

Duration: six weeks.

Organisational restructuring

Businesses that have grown from ten employees to fifty often still operate with the informal structure that worked when everyone sat in one room. Decisions bottleneck at the founder, middle managers lack clear authority and new hires are unsure who to report to.

We start by mapping the current org chart as it actually works, not as it appears on paper. We conduct one-on-one interviews with every manager and a sample of front-line staff. From there we design a new structure that clarifies reporting lines, defines decision rights for each role and creates accountability for key metrics. The transition is managed over twelve weeks, with weekly check-ins and two half-day workshops for the leadership team.

Deliverables: current-state org map, proposed org chart, role description templates, decision-rights matrix, transition plan.

Due diligence support

If you are acquiring another business or merging with a competitor, we provide commercial due diligence. We evaluate the target company's customer concentration risk, revenue quality, market position and operational dependencies. Our report is written in plain language, not legal jargon, so your board can make a confident decision.

We have supported transactions ranging from £800k to £12m in enterprise value. Typical turnaround is four weeks from data-room access to final report delivery.

Interim management

Sometimes a company needs an experienced pair of hands on a temporary basis: a finance director during a maternity leave, a general manager while the business searches for a permanent hire, or a project lead for a specific initiative. We place one of our senior consultants inside your business for a defined period, typically three to six months. They attend your meetings, manage your staff and report to your board as if they were a permanent employee.

All interim placements are backed by our firm, meaning you get continuity even if circumstances change. Fees are billed monthly with a 30-day notice period for early termination.