Explore strategy, operations, technology and finance services, with package pricing from £800 to £50,000+.
Specific service packages from £800, through to bespoke programmes at £50,000+. Choose the scope that fits the question you need to answer.
Prices below are indicative starting fees in GBP, per engagement—not monthly subscriptions. The final fixed fee depends on the agreed deliverables, complexity and inputs. VAT, where applicable, software licences, third-party costs and pre-agreed expenses are additional. Any additional costs are identified in the proposal.
Define the problem, examine the options and agree a practical direction.
A focused review of one business challenge before committing to a larger engagement.
One business area; based on the information and access agreed in the scope.
Turn a broad business question into a structured set of priorities.
One leadership group and one agreed strategic question.
Understand the hand-offs, delays and repeated work within a defined workflow.
One end-to-end workflow; wider process coverage quoted separately.
Build a clearer view of cash timing and the assumptions behind the plan.
One business entity and agreed scenarios; excludes bookkeeping and audit.
Review how a defined offer is positioned, priced and explained.
One product or service line; research requirements agreed before work begins.
Define what the business needs before selecting a customer-management system.
Selection and planning; software purchase and implementation are separate.
Identify a practical AI use case and the checks needed before implementation.
Assessment and planning; custom model development and deployment excluded.
Define the audience, proposition and sequence for an agreed launch or growth initiative.
One offer and target market; advertising spend and campaign execution excluded.
Put a defined change into practice with configuration, testing and handover.
Test one repeatable workflow before extending automation across the business.
One defined workflow using agreed tools; platform and API costs excluded.
Bring agreed measures into a clear reporting view for day-to-day decisions.
One dashboard and agreed data sources; substantial data cleanup quoted separately.
Redesign a connected process and document how the team will operate it.
The number of workflows and teams determines the final scope.
Configure a selected CRM around agreed sales and customer-management workflows.
Users, integrations and migration complexity are scoped separately; licences excluded.
Connect agreed business systems and automate the movement of information between them.
System count, API access and data requirements determine the final quote.
Coordinate multiple workstreams with an agreed sequence, responsibilities and decision points.
Coordinate a phased change across technology, workflows and adoption.
A defined programme with milestones; software, external vendors and travel priced separately.
Define how multiple functions work together, make decisions and manage hand-offs.
Functions, locations and implementation depth determine the programme scope.
A bespoke programme combining strategy, operations and technology across several workstreams.
For complex engagements; deliverables, dependencies, milestones and fees are agreed in a bespoke proposal.
Higher-budget programmes can span several teams, systems or business functions. The proposal defines the workstreams, how they depend on each other, who makes decisions and what is handed over at each stage.
The number of systems, data quality, migration requirements, training needs and internal availability all affect scope. A starting price is not an unlimited implementation commitment or a guarantee of a particular commercial result.
Discuss a bespoke programme →Choose the question closest to yours to find the relevant practice. You do not need to choose a service before getting in touch.
Start here if the main question is where to focus, how to position the business or how to sequence the next stage of growth.
View this practice →This is a navigation guide, not an assessment. If the challenge crosses several areas, describe the situation on the contact page.
Every service is delivered through the same fixed-scope process, so you always know what you are getting, when, and for how much.
Clear direction for the next 12–36 months: where to compete, what to stop doing, and how to sequence growth so it does not outrun the business.
Remove the friction that costs you margin. We map how work actually flows, redesign it, and hand you a system your team can run without us.
Vendor-neutral advice on the systems that run your business — from choosing a CRM to automating the admin that eats your week.
Commercial clarity: cash-flow modelling, margin analysis, funding preparation and the governance that keeps growth from becoming exposure.
Strategy connects the ambition for the business with the choices required to pursue it. The existing service covers planning, market entry, pricing, propositions and leadership priorities.
Which customers and opportunities are the priority? What should stop or wait? Where does the current plan depend on capacity, funding or another decision?
A current plan, your main products or services, how customers find you, and any known constraints give the conversation a practical starting point. Bring what already exists rather than building a new presentation.
A prioritised roadmap, a pricing or proposition review, or a set of objectives and responsibilities. These are examples of how the listed services can take shape; the written proposal determines the actual deliverables.
Operations consulting focuses on the path from request to delivery: the hand-offs, waiting, decisions and repeated work that sit between the headline measures.
Where does work wait? Which tasks depend on one person? Where is information entered twice? What changes when demand increases or a team member is away?
A recent job or order, the steps it passed through, the people involved and the tools used are a useful starting point. Existing procedures can help, but they should be compared with what happens in practice.
A process map, a prioritised list of bottlenecks, clearer operating procedures or a capacity review. The aim is to make responsibilities and next steps understandable to the people doing the work.
The listed digital services span systems audits, technology roadmaps, software selection, integration, automation, AI pilots and reporting. The starting point is the business requirement.
What should a system make easier? Which information needs to move between tools? Who uses the output? What must remain a human decision, and what happens when a workflow fails?
A list of current tools, the jobs they support, duplicate tasks and any known integration limits helps define the problem. Screenshots or a walk-through may be more useful initially than a long specification.
A requirements brief, options comparison, technology roadmap, pilot definition or reporting specification. A pilot should have a clear owner and a way to review its output before wider use.
The existing practice covers cash-flow forecasting, margin analysis, funding preparation, risk registers and governance reviews. A useful discussion starts with the decision the information needs to support.
Which assumptions drive the forecast? Where is visibility missing? What would change if costs, timing or demand differed from the plan? Who owns the risks already identified?
Existing management reports, forecasts, cost categories and a description of the decision can help frame the work. Agree the information needed and how to share it before sending sensitive records.
A scenario model, a margin review, a structured risk register or preparation of information for a funding discussion. Exact coverage, assumptions and any need for specialist input should be clear in the scope.
No obligation, no pitch. We will tell you whether we can help and what it would involve.
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