Six services. One method. One measured outcome.
Tessel Advisory is an independent management consultancy, strategy, operations, digital, transformation, risk and people, with one figure agreed before every engagement and published after it, whatever it says.
Opportunity ledger
01Reprice the core range£4.1m
02Resequence the depots£2.3m
03Exit two lines£0.9m
First build → 01
Outcome
−41%
claims-processing time
Meridian Mutual · 2025
Four stages, twenty-eight weeks, one account of the work.
Audit
where the money, the hours and the risk go
Opportunity ledger
Costed plan
Design
the answer, tested before it is built
The design, tested in one site
The number, agreed
Delivery
the change, in production
The change, live
The run-rate, tracked
Handover
your team runs it
Runbooks
The rehearsal, twice
Six ways in. One way of working.
Strategy and planning
P.01Strategy development provides structured direction across different organizational levels and economic operational scopes.
You leave with
The margin map: every segment, with its true contribution
A pricing architecture, tested on live quotes
A 12-month plan with owners and a first business case
Policy, governance and documentation
P.02Policy, Governance, and Documentation form the structural framework that ensures an organization operates efficiently, legally, and ethically. Together, they bridge the gap between high-level strategy and daily operational execution.
You leave with
The operation, measured: a baseline your own team can rerun
A redesign the team leads wrote with us
A run-rate improvement, tracked weekly for a year
Organisational development and operating models
P.03Organizational Development (OD) and Target Operating Models (TOM) define how an organization builds capability, adapts to change, and configures its assets to execute strategy. Together, they form the blueprint for how an organization functions and grows.
You leave with
A system in production, not a pilot
An evaluation harness with agreed thresholds
Runbooks your team wrote with us
Financial management and controls
P.04Financial management and controls form the foundational framework organizations use to plan, direct, monitor, and secure their financial resources. While financial management focuses on maximizing profitability and value, financial controls provide the checks, balances, and governance required to protect assets, ensure regulatory compliance, and prevent fraud.
You leave with
A business case the CFO signs, not just the sponsor
An integration or recovery plan with dates the board tracks
A programme office that runs without us after month six
Digital enablement and data
P.05Digital enablement and data represent the combined effort of equipping an organization with the digital tools, skills, processes, and structured information needed to modernize operations and drive business value.
You leave with
A register with risk tiers your team maintains without us
An audit trail from data to decision
A policy set mapped to the regulation, clause by clause
Training and capacity building
P.06Training and capacity building are strategic investments aimed at enhancing the skills, knowledge, and efficiency of individuals, teams, and organizations. While often used together, they address distinct levels of development.
You leave with
An operating model with named roles and decision rights
A hiring plan and the interview kit
The handover, rehearsed twice
What 64 engagements add up to.
Tessel connects strategy, operations, transformation and governance in one account, so the board reads one number, not four reports.
Engagements
64
since 2021, every one closed with its outcome published or on request
Still in place
91%
of the change we delivered is still in place a year after handover
The bench
31
senior practitioners, zero subcontractors, the people you meet do the work
The outcomes, as they were measured.
In their words
“The examiner's word for the register was “unusually legible”. We framed that.”
Head of Model Risk · A network, assembled per assignment
On the record 6 more
- Systems that produce decisions ·
- Built to be handed over ·
- Pallas Health · radiology ticket backlog −58%
- Fennimore Foods · new revenue in the first year, two lines exited £12m
- Aldergate Council · recurring savings, budget balanced in-year £6.2m
- Verano Media · two businesses to one operating model 9 months
Casework
Five engagements, start to finish.
Each one closed on a number agreed before the work began. The problem, the figure and the whole account behind it, one engagement at a time.
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01 /
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.
Read the case
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02 /
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.
Read the case
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03 /
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.
Read the case
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04 /
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.
Read the case
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05 /
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.
Read the case
What they said afterwards.
“The examiner's word for the register was “unusually legible”. We framed that.”
“The schedule is argued with now, rather than followed. That is the difference between a tool the floor trusts and one it works around.”
“The roadmap came with prices, owners and a first business case our board approved in one sitting.”
“Two reports used to disagree and nobody could say which was right. That question has an answer now.”
Asked before every engagement. Answered in writing.
Five of 18. All the questions
How does an engagement start?
With the audit, four weeks, fixed fee, inside your operation. It produces the opportunity ledger, a costed twelve-month plan and the first business case, and its first recommendation can be that you do not need us. In nineteen of sixty-four audits so far, it was.
Do you advise, or do you build?
Both, in order. The audit and design stages advise; the delivery stage builds, in your environment, with your team in the room. We do not hand over a deck and leave; we do not build something your team cannot run.
What is “one measured outcome”?
One figure, with its unit, its baseline and the date it will be read, agreed in writing before the work starts. It is measured afterwards and published either way, twelve are on the site; two are smaller than the client hoped for.
How long does it take?
The method is twenty-eight weeks end to end (audit 4, design 8, delivery 12, handover 4) but each stage is bought on its own. Most clients buy the audit first and decide the rest on what it finds.
What happens when you leave?
The handover stage: an operating model with named roles, runbooks your team wrote, and a rehearsal, twice, the second time with us silent. Then a date after which we stop billing. Ninety-one per cent of what we have delivered is still in place a year later.
