Operational consulting
Give the business a way to deliver.
Growth exposes unclear responsibilities, unreliable reporting, and processes that depend on a few people. We work with management to put the operating structure and controls in place.
When we help
Find the friction in everyday work.
The organization has outgrown its structure
Clarify reporting lines, responsibilities, decision-making, and the handoffs between teams.
Costs and performance are hard to explain
Connect revenue, delivery costs, capacity, and cash so management can identify the underlying issues.
Reporting is not supporting decisions
Define useful measures, their data sources, and a review schedule with clear ownership of follow-up actions.
The work
Work with the people who run the process.
We map how work happens today, identify bottlenecks, and agree changes with the people responsible for delivery.
Changes are designed to be run by your team once we step back, so each one has an owner, a measure, and a review date.
- Organizational design
- Financial controls
- Performance management
- Procurement and supply chain
Deliverables
Depending on the scope, you receive:
Savings and performance targets are assessed against your actual information. They are not promised before the work begins.
- 01
An operating model
Roles, responsibilities, and decision rights, set out so that people know who decides what.
- 02
Documented workflows
The critical processes written down with the controls that protect them.
- 03
A cost and margin model
Clear assumptions and a ranked list of improvement priorities.
- 04
Management reporting
Defined measures with owners, sources, and review dates.
- 05
An implementation plan
Sequenced changes with milestones that the client team can run.
- 06
Handover materials
Everything the team needs to carry on without us.
Good operations are rarely dramatic. They are precise, repeatable, and owned.
We design for the Tuesday afternoon, not the presentation.
How it runs
From how it works today to how it should.
We work alongside the people who run the process. The written scope sets the detail for each stage.
- 01
Map the current state
Follow the work as it actually happens, including the workarounds nobody wrote down.
- 02
Find the constraint
Separate the bottlenecks that matter from the irritations that do not.
- 03
Design with the owners
Agree changes, controls, and measures with the people who will run them.
- 04
Embed and hand over
Run the new routine with the team, then leave the documentation and a review date.
Next phase
When the process also needs a better system.
Technology work can support reporting, reduce manual handoffs, or connect the tools your team already uses.
Common questions
Before you start.
Will you reorganize our team?
We recommend and design; you decide. Any change to roles is agreed with management and the people affected before it is put in place.
How do you measure improvement?
We agree the measures at the start, using your own data, and report against them at each review. We do not promise a figure before we have seen the information.
Can you work alongside our existing finance team?
Yes. The work is built around your people and systems, and finance is usually one of the first teams we meet.