A selection of recent work — anonymised at the client's request — showing how a multidisciplinary approach delivers results across operations, people and technology.
A privately-owned London hospitality group with five venues had grown rapidly over three years but was struggling with the operational cost of that growth. Standards varied significantly between sites, back-office reporting was manual and slow, and staff turnover was approaching 90% year-on-year — well above industry average. The founders were spending most of their week firefighting instead of leading the business.
Six months into implementation, labour cost as a percentage of revenue had fallen by more than a fifth, staff turnover was down substantially, and the founders had reclaimed their time to focus on the next phase of expansion.
A founder-led temporary staffing company serving the UK construction sector had scaled to £2.4M turnover in three years — but on largely ad-hoc processes. There was no clear management structure below the founders, compliance controls around IR35 and right-to-work checks were inconsistent, and administrative workload had become the bottleneck to growth. Two key clients had recently flagged concerns about worker vetting standards.
Twelve months post-engagement, the business had delivered its strongest growth year to date, cleared an HMRC compliance audit without findings, and the founders had freed up around a full working day per week previously spent on administration.
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