Most consulting ends with a slide deck. Ours ends when your team can run the new system without us. We work with mid-sized firms across Scotland on operations, structure, and revenue problems that have been sitting on the to-do list too long.
Book a diagnostic call
We follow a fixed sequence. It keeps scope tight and stops projects from drifting into month six with nothing shipped.
We spend the first five days inside your operation. That means sitting in on real meetings, reading your P&L, watching handoffs between departments. No questionnaires. We talk to the people doing the work, not just the people managing it. By day five we have a written diagnostic: here is what is costing you time, here is what is costing you money, and here is what your team already knows but hasn't been asked about.
Week two is about building a plan you can actually execute. We present two or three options with different cost and risk profiles. Each one includes a timeline, a list of who needs to do what, and a realistic estimate of the financial impact over twelve months. You pick the direction. We refine it together until the plan passes a simple test: could your operations manager explain it to a new hire in under ten minutes?
Weeks three and four are implementation. We work inside your team, not above it. New processes get tested in real conditions. Reporting templates get built in the tools you already use. If something breaks on Tuesday, we fix it on Tuesday. The goal is a system your people own by the time we leave.
Two months after handover, we come back for a day. We measure what changed, identify anything that slipped, and make adjustments. This visit is included in every engagement. No extra invoice.
Five areas where we have the most experience and the clearest track record.
We trace every pound from lead generation through to collected payment. Where are deals stalling? Where do margins erode? A typical diagnostic takes eight working days and covers pricing, pipeline velocity, and customer retention. We give you a ranked list of fixes sorted by expected return.
Firms with 30 to 200 staff often outgrow their original operating model without realising it. We redesign workflows, reporting lines, and approval chains so that the company runs like its current size, not the size it was five years ago.
When the senior team disagrees on priorities, the whole organisation feels it. We run structured alignment sessions that end with a written set of shared commitments: who owns what, what gets funded, what gets shelved. These sessions run over two days and include pre-work interviews with each leader.
We help you choose software without getting sold to. Our team evaluates CRM, ERP, and project management platforms against your actual requirements, not a feature checklist. We run demos, negotiate with vendors, and manage the first ninety days of adoption.
Profitable companies still run out of cash. We build rolling thirteen-week cash flow models that connect to your accounting data. You get a live view of what is coming in, what is going out, and when you need to act. We train your finance person to maintain the model after we leave.
Answers to the things people usually ask on a first call.
Most of our clients have between 25 and 250 employees. That is the range where the founder or managing director can still feel the impact of operational changes within weeks, not quarters. We have worked with smaller firms on specific problems, but our process is designed for organisations with at least a few distinct departments.
A standard four-week engagement runs between £12,000 and £28,000 depending on team size and travel requirements. We quote a fixed fee after the initial diagnostic, so there are no hourly surprises. The sixty-day follow-up visit is included at no extra charge.
On-site for the diagnostic and implementation phases. Remote work happens between those blocks for analysis and document preparation. We find that being physically present during the first week makes a measurable difference in the quality of the diagnostic.
Scope changes happen. We handle them with a written change order that describes the new work, the additional time required, and the cost. Nothing changes until you approve it. If the new scope replaces part of the original plan, we credit the difference.
Yes. About a third of our clients book the diagnostic as a standalone piece of work. You get the written report and recommendations, and you can decide later whether to bring us back for implementation or handle it internally.
Send a message and we will get back to you within one working day.
5 Shelia Green, Larson-over-Schoen, Scotland, CY3 8AA, United Kingdom
Phone: +44 28 4511 2669
Email: [email protected]
