A fintech that had outgrown its founding strategy. The rebuild had to happen without stopping the business.
Long-term advisory mandate covering a full strategic rebuild: complete technology stack overhaul, new product suite designed for the next decade, and an executive team restructured around where the business needed to go — not where it had come from. The thesis required the board to commit in writing before any of it made sense on paper.
A loss-making UK operation that the wider group had quietly stopped believing in.
Mandate to turnaround and restructure UK operations for an international logistics group. The business unit was haemorrhaging money and losing market relevance. New products developed. Structural costs addressed. Leadership reconfigured around delivery, not survival.
Connectivity revenue was commoditising. The board needed a credible argument for the next business model.
Board-level advisory supporting strategy to migrate from traditional telecoms into ICT services, with a specific mandate to develop a sustainable B2B revenue base. The thesis required the board to disagree with two decades of its own operating assumptions.
A clothing manufacturer with a structural cost problem, a balance sheet under strain, and a management team running out of runway.
Turnaround strategy designed and executed. New technology stack implemented. Balance sheet restructured. Debt obligations renegotiated. Operational model rebuilt for the margin environment the business actually operates in, not the one it was originally designed for.
A marketing services group that had grown revenues without building the business underneath them.
Led a full strategic turnaround of the ME/Africa group. Cost base restructured. Revenue streams rationalised. A new executive team built with the depth to take the business forward without the founder dependency that had become the central strategic risk.
A board-level strategy everyone had agreed to — and nobody believed in.
A large telecoms group had a three-year plan that had survived every review cycle and lost its conviction somewhere in the process. Brought in to replace the consensus with a defensible thesis. Twelve interviews. Three competing arguments stress-tested in writing. One backed by the board.
