Work that made a difference.

01

SME — Software & Operations

Process transformation

The situation

An SME was operating a heavily customised CRM system that had evolved over many years. The extent of customisation prevented software upgrades, created technical debt, reduced vendor support, and caused business processes to diverge from industry best practice — creating inconsistencies and inefficiencies across the organisation.

Outcomes

• Removed unnecessary customisations, enabling future software upgrades and restoring vendor support
• Aligned business processes with CRM best practice across all functions
• Produced comprehensive process documentation to support governance and consistency
• Developed user-friendly training materials that increased adoption confidence
• Delivered on time and within the agreed budget

02

PE-backed Organisation

Finance transformation

The situation

A PE-backed organisation relied on a revenue reporting process built across 22 interconnected spreadsheets with numerous manual reconciliations and undocumented calculations. The process was understood by only one individual, creating significant key-person dependency and operational risk — and delaying month-end reporting for senior leadership and investors.

Outcomes

• Reduced revenue reporting from 22 linked spreadsheets to a single consolidated automated report
• Eliminated key-person dependency by documenting and standardising the entire process
• Removed two days from the revenue reporting cycle, bringing forward the entire month-end timetable
• Improved confidence in the consistency and accuracy of reported figures
• Delivered faster financial information to senior leadership and private equity stakeholders

03

SME — Media Production

Operational improvement

The situation

An SME producing televisual training programmes managed approximately nine concurrent productions with no validated cost model, disconnected spreadsheets, and no visibility of resource capacity or scheduling conflicts. True production costs had never been established, limiting commercial decision-making as the business grew.

Outcomes

• Revealed actual production costs were approximately 40% higher than previously believed, prompting a full process review
• Achieved a 35% reduction in overall production costs through streamlined review and approval processes
• Delivered accurate cash flow forecasting for all external production expenditure
• Created capacity planning by role across nine concurrent productions
• Produced a portfolio-wide production timeline that reduced scheduling conflicts and improved annual leave planning
• Model adopted as the standard planning approach across UK and Australian operations