Advisory since 1998
We advise organisations that cannot pause to change — banks, hospitals, manufacturers, government. Fixed fee wherever we honestly can, and about one engagement in six ends early because the answer was no.
310
People
4
Offices
1998
Founded
74%
Repeat clients
Services
Most engagements draw on two of these. Nobody has ever needed all four at once, whatever the proposal said.
Six to twelve weeks, usually. We start by testing whether the thing you have decided to do is the right thing, which occasionally ends the engagement early.
The unglamorous work: process mapping, capacity modelling, and finding the four handoffs that cause most of the delay.
Systems that have to keep running while they change. We do the migration planning nobody wants to own.
Controls that survive an audit and a regulator's follow-up question, written so the people who have to follow them can.
Selected work
Named clients on request. These are the numbers their finance teams agreed to.
Eleven days was four days of work and seven of waiting. We removed three handoffs and the waiting went with them.
Discharge was the constraint, not capacity. Moving pharmacy sign-off earlier in the day did most of it.
The business case rested on a reporting problem that turned out to be a data quality problem. We fixed the data.
How we work
They are in the engagement letter, not just on this page.
Time and materials rewards us for being slow. We quote fixed where the scope is knowable and say so plainly where it is not.
No partner-and-vanish. The people in the room at the pitch are the people on the engagement, named in the proposal.
Roughly one engagement in six ends at the assessment because the answer was no. We would rather lose the fee than the relationship.
Every engagement includes handover as a deliverable, not a courtesy. If it only works while we are there, it does not work.
Thirty minutes, no deck, and a straight answer on whether we are the right firm.