Health | Transport | Energy | Education
We have established partnerships with various key Public Sector bodies where we provide objective advice, helping them align their strategies, structures, and operations with their overall objectives and ultimately achieve their goals. Some examples include:
Supported commercial aviation projects and provided advice to aviation services with outcomes of successful radar installation and new technology innovation.
Provided strategic, commercial, financial, and procurement expertise for nuclear power generation, decommissioning, and small modular reactor (SMR) innovation and development.
Recent strategic planning review of new hospital build programme and ongoing thought leadership and advice regarding implementation.
Mental Health | Employee Wellbeing | Human Resources
Guided design for an innovative health service and provided mentorship, operational and financial advice for a Psychology and Wellbeing service for employers and their employees.
FMCG | Manufacturing | Hospitality | Clothing
Developed and executed a comprehensive 5-year program strategy for a prominent retail chain, streamlined global regions into a centralised UK head office. This initiative resulted in targeted cost reductions, improved efficiencies, and aligned financial data for effective decision-making and change facilities.
Implemented a unified approach to product and marketing asset creation, replaced an outdated manufacturing calendar. Over 200 unprofitable product lines were discontinued, and inefficient legacy systems for sales reporting, stock management, and day-to-day operations were eliminated.
Segmented a brand portfolio to cater to specific consumer groups, including existing, lapsed, and new customers. Brand ownership of the value proposition and consumer engagement was established, with accountability for gross profits.
Advised on changes to business and finance reporting for a high street chain to improve day to day operations.
Established a forward-thinking digital business model to engage customers and consumers, enabling an omni-channel experience. Implemented an integrated sales and marketing activity along with a standardised approach for developing channel operations.
Created an agile business model that prioritises responsiveness, cost efficiency, and lean operations. This involved implementing a unified business value chain with standardised processes, systems, and accountabilities.
Fostered a culture of continuous improvement through the implementation of a target operating model. Established guardrails and design principles, developed a business canvas, mapped the value chain, designed efficient processes, and optimised the organisational structure
Devised and executed an integrated financial and warehousing upgrade strategy for a prestigious Fine Wines and Drinks chain. Aligned business processes, and consolidated facilities and transportation across the UK.
Energy | Nuclear
Developed an accelerated UK program to optimise delivery of similar projects across multiple sites, ensuring the best value for money. Completed analytical planning, cost saving and adapted implementation of the common solution to account for site-specific requirements and lessons learned from previous experience.
Introduced a new approach to consolidate and improve existing governance arrangements,and aligned arrangements to a proposed execution model. Delegations of Authority for Sanctioning and Validation were integrated into Portfolio Management, Programme Controls, and the organisation’s core processes.
Programme assessments were conducted to identify areas for improvement in key regulatory projects, and remedial strategies were provided to recover and enhance these projects.
Supplier performance management was introduced, including reviews of supplier contracts and the supplier database. These efforts resulted in a more flexible and agile supply chain.
Aviation | Logistics
Provided successful oversight and management of a merger of satellite businesses back into their parent; recovered and re-established control, including costs and timelines. Upgrades and process alignment to JDE 9.2 and other enterprise solutions were implemented, resulting in high-quality system changes, and provision of clear technical and financial data.
Migrated functional departments of IT, IS, and Cyber into a portfolio of programmes within a multinational Air Traffic service. This was done to support over 600 applications, infrastructure projects, and systems, in line with the clients’ on-premises, hybrid, and cloud strategies. Effectively redesigned and distributed cost management for in-house systems in sales and tender submissions.
Sporting Bodies