Selected client work, anonymised.

Following the loss of a major contract, the group needed to restructure a 4,000-person operations division while protecting service continuity for remaining customers.

We led an eight-month operating-model redesign in partnership with the COO's office, running the workstream governance, redesigning depot management, and supporting the consultation process end to end.

A £14m annualised cost reduction delivered on plan, with customer service metrics maintained through the transition and no material contract losses in the following year.

A rapidly acquisitive private healthcare group had accumulated five separate patient administration and finance systems across newly acquired sites, with reporting requiring manual reconciliation each month.

We ran the readiness diagnostic, led the platform selection against clinical and finance requirements, and provided interim programme leadership through the eighteen-month migration.

A single consolidated platform, month-end close reduced from fifteen to five working days, and a scalable template applied to two subsequent acquisitions.

A 300-partner professional services firm was preparing for a leadership succession while simultaneously integrating a substantial regional merger.

We provided an interim Chief Operating Officer for nine months alongside a small advisory team supporting the incoming Managing Partner on the integration plan.

A stable handover into the permanent COO role, an integration delivered a quarter ahead of schedule, and a partnership model retained through a period of significant change.