Leadership team in a working session around a boardroom table.

Strategic Advisory

Business Consulting for Key Decisions

Senior advisors who turn hard calls into clear, executable plans.

6+

Years advising leadership teams

$1B

Client revenue advised

50%

Retained client rate

70+

Engagements delivered

6+

Years advising leadership teams

$1B

Client revenue advised

50%

Retained client rate

70+

Engagements delivered

6+

Years advising leadership teams

$1B

Client revenue advised

50%

Retained client rate

70+

Engagements delivered

Why firms choose us

Advice you can act on, not admire

Three things clients tell us make the difference.

We say the uncomfortable thing

You are not paying us to agree with you. If the plan has a hole in it, you will hear about it in week one rather than month six.

Senior people do the work

The person who scopes your engagement is the person who runs it. No pyramid, and no handover to someone three years out of university.

We leave you able to run it

Every engagement ends with your team owning the operating rhythm. If you need us again, it should be for a new problem rather than the same one.

Firms we've worked inside

How we work

How we work

Four stages, no mystery

Four stages, no mystery

A typical engagement runs twelve to sixteen weeks. You always know which stage you are in and what comes out of it.

A typical engagement runs twelve to sixteen weeks. You always know which stage you are in and what comes out of it.

01

Diagnose

Two weeks of interviews, data and observation to establish what is actually happening rather than what the deck says.

02

Frame

We narrow it to the two or three decisions that carry real weight, and agree what would settle them.

03

Build

Options, models and a recommendation that survives contact with your real constraints.

04

Embed

We stay long enough to see the first quarter land, then hand the operating rhythm over to your team.

Client experience

What people say afterwards

Six clients on what the work was actually like.

  • We arrived wanting a restructure. We left with a decision framework and no restructure. That was the right answer.

    Portrait of Michael Grant, Managing Director, Vantara Group.

    Michael Grant

    Managing Director, Vantara Group

  • They asked better questions in the first week than our previous advisors managed in a year.

    Portrait of Rachel Bennett, Chief Operating Officer, Kelvin & Reed.

    Rachel Bennett

    Chief Operating Officer, Kelvin & Reed

  • The financial model they built is still the one our board uses. Three years on, nobody has needed to rebuild it.

    Portrait of Jasmine Carter, Chief Financial Officer, Halden Industries.

    Jasmine Carter

    Chief Financial Officer, Halden Industries

  • Blunt, quick and unusually well prepared. We stopped two projects that were quietly losing money.

    Portrait of Ryan Coleman, Chief Executive, Brackenmoor.

    Ryan Coleman

    Chief Executive, Brackenmoor

  • They talked us out of a market we were certain about. It saved us the better part of two million.

    Portrait of Amina Sanders, Head of Strategy, Norvik Partners.

    Amina Sanders

    Head of Strategy, Norvik Partners

  • What stayed with us was the operating rhythm. Eighteen months later the weekly review is still running.

    Portrait of Marcus Bradley, Founder, Astral Logistics.

    Marcus Bradley

    Founder, Astral Logistics

Client experience

What people say afterwards

Six clients on what the work was actually like.

  • We arrived wanting a restructure. We left with a decision framework and no restructure. That was the right answer.

    Portrait of Michael Grant, Managing Director, Vantara Group.

    Michael Grant

    Managing Director, Vantara Group

  • They asked better questions in the first week than our previous advisors managed in a year.

    Portrait of Rachel Bennett, Chief Operating Officer, Kelvin & Reed.

    Rachel Bennett

    Chief Operating Officer, Kelvin & Reed

  • The financial model they built is still the one our board uses. Three years on, nobody has needed to rebuild it.

    Portrait of Jasmine Carter, Chief Financial Officer, Halden Industries.

    Jasmine Carter

    Chief Financial Officer, Halden Industries

  • Blunt, quick and unusually well prepared. We stopped two projects that were quietly losing money.

    Portrait of Ryan Coleman, Chief Executive, Brackenmoor.

    Ryan Coleman

    Chief Executive, Brackenmoor

  • They talked us out of a market we were certain about. It saved us the better part of two million.

    Portrait of Amina Sanders, Head of Strategy, Norvik Partners.

    Amina Sanders

    Head of Strategy, Norvik Partners

  • What stayed with us was the operating rhythm. Eighteen months later the weekly review is still running.

    Portrait of Marcus Bradley, Founder, Astral Logistics.

    Marcus Bradley

    Founder, Astral Logistics

Selected work

Selected work

What the work actually changed

What the work actually changed

Three engagements, and the one number that mattered in each.

Three engagements, and the one number that mattered in each.

01

Market Entry & Expansion

The best decision was the market they didn’t enter.

Norvik had already chosen the market — the board wanted validation, not a second opinion. Two weeks of demand testing and unit-economics work showed the case only held if three things went right at once. We recommended against entry. They kept the capital and put it back into the region they already understood.

Client:

Norvik Partners

$1.9M

Capital preserved

01

Market Entry & Expansion

The best decision was the market they didn’t enter.

Norvik had already chosen the market — the board wanted validation, not a second opinion. Two weeks of demand testing and unit-economics work showed the case only held if three things went right at once. We recommended against entry. They kept the capital and put it back into the region they already understood.

Client:

Norvik Partners

$1.9M

Capital preserved

01

Market Entry & Expansion

The best decision was the market they didn’t enter.

Norvik had already chosen the market — the board wanted validation, not a second opinion. Two weeks of demand testing and unit-economics work showed the case only held if three things went right at once. We recommended against entry. They kept the capital and put it back into the region they already understood.

Client:

Norvik Partners

$1.9M

Capital preserved

02

Operational Turnaround

Two projects quietly bleeding cash. Both stopped.

Brackenmoor’s portfolio looked healthy in aggregate, so nobody had reason to look line by line. A fast, unsentimental review of each initiative found two quietly losing money behind optimistic forecasts. We put the numbers in front of the board without the story around them. Both were closed within the week.

Client:

Brackenmoor

2 projects

Closed within a week

02

Operational Turnaround

Two projects quietly bleeding cash. Both stopped.

Brackenmoor’s portfolio looked healthy in aggregate, so nobody had reason to look line by line. A fast, unsentimental review of each initiative found two quietly losing money behind optimistic forecasts. We put the numbers in front of the board without the story around them. Both were closed within the week.

Client:

Brackenmoor

2 projects

Closed within a week

02

Operational Turnaround

Two projects quietly bleeding cash. Both stopped.

Brackenmoor’s portfolio looked healthy in aggregate, so nobody had reason to look line by line. A fast, unsentimental review of each initiative found two quietly losing money behind optimistic forecasts. We put the numbers in front of the board without the story around them. Both were closed within the week.

Client:

Brackenmoor

2 projects

Closed within a week

03

Finance & Capital

Still the model the board runs on.

Halden’s board was making capital decisions on spreadsheets nobody fully trusted. We rebuilt the financial model from the assumptions up, so it could be read, challenged and maintained in-house rather than by us. Three years later it has never needed a rebuild.

Client:

Halden Industries

3 years

In use, never rebuilt

03

Finance & Capital

Still the model the board runs on.

Halden’s board was making capital decisions on spreadsheets nobody fully trusted. We rebuilt the financial model from the assumptions up, so it could be read, challenged and maintained in-house rather than by us. Three years later it has never needed a rebuild.

Client:

Halden Industries

3 years

In use, never rebuilt

03

Finance & Capital

Still the model the board runs on.

Halden’s board was making capital decisions on spreadsheets nobody fully trusted. We rebuilt the financial model from the assumptions up, so it could be read, challenged and maintained in-house rather than by us. Three years later it has never needed a rebuild.

Client:

Halden Industries

3 years

In use, never rebuilt

Let’s find out whether we can help

A first conversation costs nothing and usually takes half an hour.

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