Finance as the engine
of value creation.
Eight practice areas spanning finance transformation, value creation, turnaround advisory, and enterprise AI & technology strategy. Each is distinct, but in most engagements several operate simultaneously, because the challenges of finance, strategy, technology, and recovery are rarely separable.
The cost of an unreformed finance function
In PE-backed and growth-stage businesses, finance functions typically consume around 2.6% of revenues, more than double the 1% benchmark seen in optimised operations. Higher cost almost always signals operating model inefficiency, not investment in capability.
Free cash flow uplift from better business insight
Proactive financial reporting and decision support has been shown to enhance free cash flow by 3 to 8% of revenue and improve reporting accuracy by more than 10%. Better management information changes the decisions that get made.
Days. The window that defines everything.
The first 100 days of a new ownership or leadership transition set the performance trajectory. Finance transformation integrated at this stage, not retrofitted six months later, accelerates every other value creation lever.
The Challenge We Address
The finance function of a PE-backed or growth-stage business faces a structural paradox: it must simultaneously meet investor reporting demands, execute the value creation plan, and fulfil governance obligations, often with a team and systems built for a much simpler operating environment.
The result is a finance function that is expensive, slow, and unable to provide the decision-relevant insight that leadership actually needs. Higher cost almost always signals operating model inefficiency, not genuine investment in capability.
Four Outcomes We Target
A fit-for-purpose finance function produces four distinct outcomes. Our transformation work is scoped and measured against all four, not just the one that presents most visibly at the outset.
Enterprise-Wide Value Creation Delivery
The KPI framework, accountability structure, and single source of truth that turns a value creation plan from a document into a managed programme with real-time tracking.
Growth and Business Performance
Integrated forecasting, operational KPI monitoring, and proactive decision support that gives leadership the insight to act, not merely to report on what has already happened.
Finance Function Cost Improvement
Redesigning the operating model, headcount structure, and service delivery to close the gap between current cost and a fit-for-purpose benchmark.
Effective Liquidity Management
Optimising working capital, establishing robust cash forecasting, and implementing treasury discipline that gives the business resilience and investment capacity.
Four Enablers We Build
Outcomes are only sustained when the underlying infrastructure supports them. We address four structural enablers in parallel with outcome delivery.
Organisation, Talent & Culture
Aligning structure, skills, and incentives. Clarifying role definition. Building a high-performance team capable of sustaining the change.
Process Simplification & Automation
Eliminating and simplifying before automating. Most organisations automate complexity. We remove it first, then automate what remains.
Data Structuring & Governance
Establishing a single source of truth. Defining governance for reporting, access, and updates so that data is trusted and acted upon.
Technology & Digital Tools
Closing system gaps. Remediating ERP deficiencies. Prioritising practical, fit-for-purpose tools over best-in-class theory.
Specific Services
- Finance function diagnostic and operating model redesign
- Value creation KPI framework and accountability structure
- Management reporting redesign and single source of truth implementation
- Working capital optimisation and cash conversion cycle improvement
- 13-week cash flow forecasting and treasury management
- ERP assessment, remediation, and performance improvement
- Process simplification, standardisation, and automation roadmap
- Finance talent assessment and organisational design
- Data governance framework and reporting infrastructure
The Challenge We Address
Most businesses hold more value than they are currently realising. Revenue is left on the table through inconsistent pricing, unmanaged customer mix drift, and underdeveloped channels. Cost structures carry legacy inefficiency that was acceptable at an earlier stage but is now a drag on performance. Capital is deployed without the discipline that the business requires.
The gap between current performance and intrinsic potential is not a strategic question. It is an operational and financial one. Closing it requires a systematic diagnostic, a prioritised plan, and the management discipline to execute. Most advisory firms provide the first two. We stay for the third.
What We Do
We begin with a structured value driver diagnostic, mapping the revenue, cost, and capital levers across the business and quantifying the addressable opportunity in each. We then build a prioritised value creation plan with defined owners, milestones, and financial targets, and work alongside management through implementation.
For new acquisitions and ownership transitions, we integrate value creation planning into 100-day plans from the outset. Delay is the most common and most costly mistake in value creation. The KPI frameworks, accountability structures, and management information need to be in place before the business needs them.
Specific Services
- Value creation plan development, financial modelling, and execution support
- Revenue strategy: pricing architecture, customer mix, and channel optimisation
- EBITDA bridge analysis and margin improvement programme
- 100-day plan design and implementation for new acquisitions
- Performance management framework: KPIs, dashboards, and governance cadence
- Strategic growth option assessment and adjacent market entry
- Exit preparation: financial narrative, normalisation, and management information quality
The Challenge We Address
Turnaround situations share a common characteristic: the window to act is shorter than anyone in the room believes. Cash is under pressure. Stakeholder patience is eroding. Management bandwidth is consumed by the immediate crisis, leaving no capacity to address the structural causes.
In these situations, the quality of the cash flow forecast, the reliability of the receivables position, and the accuracy of the liquidity runway directly determine what options remain available. We have seen businesses with solvable problems run out of time because their financial information was inadequate to support the decisions that needed to be made.
What We Do
We move immediately. Within the first days of an engagement we establish three things: a clear-eyed view of the actual liquidity position, a map of the operational chokepoints consuming cash, and an honest assessment of the stakeholder landscape. These three inputs determine the stabilisation plan.
We then implement, advising on lender and creditor engagement, restructuring operational costs, and managing the short-term cash position while simultaneously addressing the structural issues that created the crisis. Recovery is not built on optimism.
Specific Services
- Immediate liquidity assessment and 13-week cash flow construction
- Operational cost reduction and cash release programme
- Working capital acceleration: receivables, payables, and inventory
- Lender and creditor advisory, covenant negotiation, and stakeholder management
- Debt restructuring analysis, scenario modelling, and term sheet support
- Management capability assessment and interim financial leadership
- Business viability assessment and strategic options review
- Restructuring implementation and recovery plan governance
Technology strategy for the
boardroom, not the back office.
Five integrated practices that help leadership teams define, build, govern, and scale their enterprise AI and technology capabilities at the highest level.
Disruption & Competitive Moat Analysis
Evaluating how competitors and startups are deploying AI and emerging technologies to threaten the company's market position. We design a strategic counter-offensive that protects and extends competitive advantage, mapping the threat landscape and identifying the technology-driven moats that matter most.
Enterprise-Wide AI Roadmapping
Identifying the top three to five high-impact, enterprise-level AI use cases and sequencing the capital, talent, and infrastructure required to achieve them. We focus on transformative applications: reinventing global supply chains, automating core business units, or building entirely new data-driven revenue streams.
Tech-Driven Capital Allocation Strategy
Advising the C-suite on where to deploy significant capital across the technology landscape. We evaluate whether to invest heavily in data infrastructure, proprietary AI models, customer-facing digital platforms, or strategic partnerships, ensuring every dollar of technology spend is tied to measurable enterprise value.
Specific Services
- Industry disruption assessment and competitive technology landscape mapping
- Enterprise AI roadmap development with phased investment milestones
- Technology capital allocation framework and ROI modelling
- Board-ready AI strategy presentation and stakeholder alignment
- Technology due diligence for acquisitions and strategic partnerships
Data Monetisation Strategy
Advising asset-heavy and data-rich traditional companies on how to clean, package, and commercialise their proprietary data as a net-new, high-margin software subscription or data product. Industries such as logistics, healthcare, and retail hold enormous untapped value in the data they already generate.
Transition to As-a-Service Models
Guiding legacy hardware and traditional service companies through the strategic transition into recurring-revenue technology platforms. From selling tractors to selling AI-driven precision agriculture subscriptions, from one-time transactions to predictable, high-margin technology relationships.
Digital Ecosystem & Platform Strategy
Helping companies build digital platforms that connect their suppliers, partners, and customers into an integrated ecosystem. Designed to create network effects and switching costs that structurally lock out competitors and compound value over time.
Specific Services
- Data asset audit and monetisation opportunity assessment
- SaaS and subscription business model design and financial modelling
- XaaS transition roadmap with change management and pricing strategy
- Digital platform architecture and ecosystem partnership framework
- Revenue model innovation workshops with executive leadership
Big Tech Ecosystem Strategy
Advising the board on strategic alliances with major technology platforms. We evaluate critical decisions: whether to lock in a multi-year strategic partnership with Microsoft, Google, or AWS, or remain cloud and model-agnostic to preserve optionality. Each path carries distinct cost, risk, and capability implications.
Corporate Venturing & Tech M&A Strategy
Identifying which technology capabilities the company should acquire by purchasing startups rather than attempting to build them internally. We evaluate build timelines, talent scarcity, integration complexity, and strategic fit to ensure acquisitions accelerate rather than distract from the core technology agenda.
Proprietary vs. Open-Source AI Strategy
Deciding whether the company's use cases require building expensive proprietary Large Language Models, or whether open-source alternatives can safely deliver the required capability while protecting intellectual property. We assess the trade-offs across cost, control, speed, and competitive differentiation.
Specific Services
- Cloud and AI platform vendor evaluation and negotiation support
- Technology M&A target identification and strategic fit assessment
- Build vs. buy decision framework with total cost of ownership analysis
- Open-source AI risk assessment and IP protection strategy
- Strategic partnership structuring and governance design
C-Suite Tech Restructuring
Advising on executive leadership changes required for the technology agenda. We define the mandate and hiring profile for emerging roles such as Chief AI Officer and Chief Data Officer, and redesign the interaction model between these roles and the traditional CIO, CTO, and CFO to eliminate friction and accelerate execution.
AI Centre of Excellence Design
Designing the blueprint for a centralised, elite internal unit of data scientists, business leaders, and engineers tasked with rapidly prototyping and scaling AI across the enterprise. We define governance, funding models, talent strategy, and the operating cadence that separates successful CoEs from corporate theatre.
Agile Enterprise Transformation
Restructuring legacy, siloed corporate departments into cross-functional product teams that blend business, IT, and data expertise to accelerate time-to-market. We design the operating model, incentive structures, and governance that enable enterprise agility without sacrificing accountability.
Specific Services
- Chief AI Officer / Chief Data Officer role design and recruitment advisory
- AI Centre of Excellence blueprint, charter, and governance framework
- Technology operating model design and organisational restructuring
- Agile transformation roadmap with change management programme
- Executive technology capability assessment and development planning
Enterprise AI Governance Frameworks
Establishing the strategic guardrails for how AI is used across the company. We design policies and controls that prevent catastrophic IP leakage, algorithmic bias, and uncontrolled proliferation of AI tools, while preserving the speed and innovation that AI enables.
Global Regulatory Tech Strategy
Aligning the company's technology roadmap with incoming regulatory shifts including the EU AI Act, global data sovereignty laws, and expanding cybersecurity mandates. We ensure compliance is built into the technology architecture from the outset, not retrofitted at prohibitive cost.
Board-Level Cyber Risk Posture
Shifting cybersecurity from an IT department concern to a board-level risk management strategy. We help leadership understand and govern the company's exposure to AI-powered cyber attacks, ransomware, and systemic technology risks, ensuring resilience is commensurate with the threat landscape.
Specific Services
- Enterprise AI governance policy design and implementation
- EU AI Act and global regulatory compliance readiness assessment
- Board-level cyber risk framework and incident response planning
- AI ethics review board design and algorithmic bias audit programme
- Data sovereignty strategy and cross-border data governance
Rapid sprints.
Not lengthy overhauls.
We do not design transformation programmes that take eighteen months to show results. We identify the highest-impact interventions, implement them at speed, and build the foundation for the next sprint while the first is delivering. Each sprint is scoped against ROI and timed to the stage of the investment or recovery cycle.
Sprint 01
Rapid Diagnostic
Financial analysis, operational assessment, and management interviews compressed into days. We build the fact-base fast so we can move to action fast.
Sprint 02
Prioritise by ROI
We rank interventions by financial impact and implementation speed. We pursue the two or three that will drive 80% of the near-term value. The rest follow in subsequent sprints.
Sprint 03
Implement and Measure
We work alongside management through implementation, tracking results against the financial model and adjusting in real time. We do not hand over a plan and depart.
Sprint 04
Embed and Advance
Each sprint ends with the improvement structurally embedded: in processes, in systems, and in team capability. The next sprint begins from a stronger baseline.
Tell us what you are facing.
We will be direct about whether and how we can help. All conversations are confidential and carry no obligation.