Every engagement, with the number it closed on.

We write documents people can use

A policy that sits unread in a folder has cost you money and bought you nothing. Our policy and manual work starts with the person who has to follow it: what decision are they making, what do they need in front of them, and what will they do when the document does not cover their situation. Our partners have reviewed and rewritten policy frameworks for a national society, a legal profession association and a national public health institute.

A network, assembled per assignment

We are two partners and a network of associates, not a firm with a permanent bench to keep busy. Specialists in audit, public sector reform, organisational development, evaluation and data are brought in for what the assignment actually requires, and you pay for the expertise engaged rather than the overhead carried.

Strategy with a cost attached

A plan without a costing is an aspiration. We cost what we recommend, across the period it covers, at a level of detail that lets the organisation take it to a funder or a budget process. Our partners developed and costed components of a national five-year sector strategic plan for a ministry of health.

Systems that produce decisions

We have specified, procured and implemented eProcurement systems, electronic document management, national logistics information systems and management dashboards. We know the difference between a system that generates reports and a system that changes what somebody does on a Tuesday morning.

Built to be handed over

We document what we build, train the people who will run it, and set the measures that will tell you whether it is still working after we have gone. An assignment that leaves you dependent on us has failed.

Radiology backlog triage at Pallas Health

Triage that sorts by clinical urgency rather than arrival order, with every reordering logged for review.

−58%
radiology ticket backlog

Digital & AI

Market entry and portfolio calls at Fennimore Foods

A food manufacturer that wanted to enter three markets, and an audit that priced all three and argued for one.

£12m
new revenue in the first year, two lines exited

Strategy & Growth

Budget recovery programme at Aldergate Council

A council facing a section 114 notice, a programme office that decided things, and a budget balanced without a single service closed.

£6.2m
recurring savings, budget balanced in-year

Finance & Transformation

Post-merger integration at Verano Media

Two publishers, two of everything, and an integration sequenced by what the customers would notice first.

9 months
two businesses to one operating model

Finance & Transformation

Regulatory reporting controls at Solent Water

Seven late submissions in a year, a regulator losing patience, and a control framework the reporting team maintains itself.

0
late regulatory submissions in twelve months, from seven

Risk, Governance & Regulation

Second year at Meridian Mutual

The handover year: their team took the copilot, the runbooks and the evaluation harness, and we stopped billing.

92%
of claims triaged before a person

People & Organisation

Commercial operating model at Ostro Retail Group

The pricing work needed a team to keep it true. A year later the team exists, was hired with us in the room, and runs without us.

19
roles hired and running, zero contractors

People & Organisation