We sit with your team, look at the numbers, and find the changes that actually make a difference. Based in Scotland, working across the UK.
Get in touch About us
Most consulting firms hand you a report and walk away. We stay until the changes stick. Here are the four areas where we spend most of our time with clients.
We dig into your profit-and-loss, cash flow and balance sheet going back two to three years. From there we build a twelve-month rolling forecast your finance team can actually maintain. Clients typically spot £15k to £80k in avoidable costs within the first eight weeks.
Slow handoffs between departments, duplicate data entry, approval bottlenecks: we map your processes end-to-end and redesign the ones that waste the most time. A distribution client in Glasgow cut order-to-dispatch time from four days to one and a half after our ten-week engagement.
Should you open a second location? Launch online? Enter a new vertical? We model the economics, test the assumptions and present two or three realistic options, each with a timeline, capital requirement and break-even point. No guesswork, just arithmetic and market evidence.
When a business grows past fifteen or twenty people, the founder can no longer manage everyone directly. We help you build a management layer: role definitions, meeting cadences, KPIs and coaching for newly promoted managers. The engagement runs twelve weeks, with a follow-up session at month six.
We have worked with owner-managed businesses, family firms and mid-market companies across Scotland and northern England. Here are a few recent comments.
"They spent three days on-site before they even started recommending changes. That mattered to us. The cash-flow model they built is something we still use every Monday morning."
Rachel Dunbar, managing director, Dunbar Logistics, Edinburgh"Our warehouse team went from processing 120 orders a day to over 200 without adding headcount. The process redesign paid for the entire consulting fee within two months."
Graeme Tulloch, operations manager, Highland Home Goods, Inverness"I was sceptical about bringing in outside help for something as personal as leadership coaching. But the framework they gave our new team leads was practical and clear. Turnover in that department dropped by a third over the following year."
Fiona Liddell, HR director, Pentland Engineering, Glasgow"We needed someone to tell us honestly whether expanding into online retail made sense. They built a model showing it would break even in fourteen months if we kept fulfilment in-house, or nine months if we outsourced. That clarity saved us from a very expensive mistake."
Alan Murchison, founder, Murchison Outdoors, PerthAn initial conversation is free and lasts about thirty minutes. Tell us what you are dealing with and we will let you know if we can help.
22 Damian Paddock, Old Hessel, Scotland, XG1 7AS, United Kingdom
