Detailed service breakdown
Financial performance review
We start by requesting 12 months of management accounts, your latest filed accounts and your bank statements. Within the first week our analyst builds a financial model that highlights gross margin by product line, overhead absorption rates and working capital cycles.
In week two we present findings in a half-day workshop with your finance team and directors. The deliverable is a written report (typically 20 to 30 pages) containing prioritised recommendations. Each recommendation includes an estimated cost to implement, a realistic timeline and the expected financial impact over 12 months.
- Gross margin analysis per revenue stream
- Working capital and debtor-day benchmarking
- Overhead reduction opportunities
- Cash-flow forecasting template you keep
Operations and process improvement
We spend two to three days on-site observing how work actually flows through your business. That means shadowing warehouse staff, sitting in on planning meetings and mapping every step from customer order to invoice.
The gap between how people describe a process and how it really works is where the waste hides. In one distribution company we found that 14 per cent of picked orders were being checked three times by three different people because nobody had updated the procedure after a software change two years earlier.
Our output is a revised process map, a change implementation plan and weekly check-in calls for 90 days to make sure the new way of working sticks.
- Current-state process mapping
- Bottleneck and waste identification
- Redesigned workflows with role assignments
- 90-day implementation support
Leadership coaching and team development
Promoting your best salesperson to sales manager does not automatically make them a good manager. We run a structured six-month coaching programme for newly appointed managers that covers delegation, difficult conversations, performance reviews and meeting discipline.
Sessions happen fortnightly, last 90 minutes each and alternate between one-to-one coaching and small-group workshops. Between sessions the manager works on specific assignments: running their first appraisal, redesigning a team meeting agenda, giving feedback to an underperformer.
We also help with recruitment design. If you are hiring a senior role, we build the competency framework, write the job brief, design the interview scorecard and sit on the panel for the final round at no extra charge within an active coaching engagement.
Pricing strategy
Most small businesses set prices by adding a margin to cost or by copying competitors. Both approaches leave money on the table. We use customer willingness-to-pay research, competitor positioning analysis and your own transaction data to build a pricing structure that reflects the value you deliver.
A recent engagement with a B2B software company revealed that 40 per cent of their customers would have accepted a 15 per cent price increase without churning. We helped them implement tiered pricing over eight weeks, resulting in a £220,000 annual revenue uplift with no additional cost of sale.
- Transaction-level price and discount analysis
- Customer segmentation by price sensitivity
- Tiered or value-based pricing design
- Sales team training on price communication
Engagement options and pricing
We offer three standard engagement formats. All prices exclude VAT. If your needs fall outside these formats, we are happy to scope a custom arrangement.
Diagnostic
A focused two-week assessment of one area of your business.
- Single-topic analysis
- Written report with recommendations
- Half-day presentation workshop
- One follow-up call at 30 days
Growth programme
A 6-month engagement covering finance, operations and people.
- Full financial performance review
- Process improvement project
- Leadership coaching (up to 2 managers)
- Fortnightly progress calls
- Quarterly board-level update
Advisory retainer
Ongoing access to a named consultant for ad-hoc advice.
- Up to 8 hours per month
- Priority email and phone support
- Monthly check-in call
- Discounted day rate for extra work
How a typical engagement runs
Week one is discovery. We review documents, interview key people and observe operations. No recommendations yet, just listening and data gathering.
Weeks two and three are analysis. We build models, benchmark your numbers against sector data and test hypotheses. If something looks off we go back and ask more questions rather than guessing.
Week four is the presentation. We sit down with you and walk through findings, recommendations and a proposed action plan. Nothing is set in stone at this point; we adjust based on your feedback and constraints.
From week five onward we support implementation. That might mean joining your weekly management meeting for a quarter, coaching a team leader through a process change, or simply being available by phone when a question comes up. The pace depends on your team's capacity to absorb change, not on an arbitrary project timeline.
At the end of every engagement we run a short review: what changed, what the numbers look like now, and what to focus on next. You get a one-page summary you can share with your board or investors.