Management consultants — Birmingham
Strategy that survives Monday morning.
We help mid-sized organisations make the big calls — and then make them stick. Senior people on every engagement, plans written with your team, and results measured in the accounts.
Model your scenarioOperating profit rises £1.3m over two years, despite £1.6m of cost headwinds
£m operating profit, FY24 to FY26 plan
- FY24: £3.1m
- Pricing: plus £1.4m
- Buying: plus £0.9m
- Store estate: plus £0.6m
- Wage costs: minus £1.1m
- Online: minus £0.5m
- FY26 plan: £4.4m
Four practices. One profit tree.
Every engagement starts by tracing the problem to the drivers that move profit. Choose a practice to see where it pulls.
Where to compete, how to win, and what to stop doing — decided with the people who will deliver it.
Moves: customers, frequency, price & mix
- Revenue
- Customers
- Frequency
- Price & mix
- Costs
- Direct costs
- Operating costs
- Overheads
Sector expertise
Choose a sector. Use the arrow keys to move between them.
Retail
- The challenge
- Store estates built for a pre-online world, with margin squeezed from both sides.
- How we help
- Store-by-store profitability, range rationalisation and a realistic omnichannel plan.
- Outcome
- A regional chain closed 9 of 64 stores and grew like-for-like profit by 11% (sample).
Before100
After111
How an engagement runs
A typical 20-week engagement, drawn to scale. Each phase ends with something the board can read.
Weeks 1–4 · 4 weeks
Diagnose
Data and interviews. You get the real problem, not the presented one.
The board seesFact base and a one-page problem statement
Weeks 5–8 · 4 weeks
Design
Options with costs, risks and owners — built in workshops, not in our office.
The board seesThree options, each with a business case
Weeks 9–18 · 10 weeks
Deliver
We stay through implementation, with weekly measures the board can read in a minute.
The board seesA one-minute weekly dashboard
Weeks 19–20 · 2 weeks
Embed
Skills and routines handed over, so the change lasts after we leave.
The board seesHandover playbook and owners
What a few points of margin are worth
Set your revenue and margin, then compare three cases. The bridge redraws as you go.
Profit a year£4.08m
Uplift a year+£0.88m
Over three years+£2.64m
New margin10.2%
- Today: £3.20m
- Pricing: plus £0.40m
- Direct costs: plus £0.32m
- Overheads: plus £0.16m
- Base: £4.08m
Illustration only: revenue × margin points, before implementation costs. Not a forecast. Nothing is stored or sent.
The partners
Every engagement is led by one of us, start to finish.
Helen Calder
Founding partner · Strategy & retail
Marcus Rowe
Founding partner · Operations & manufacturing
Aisha Rahman
Partner · Healthcare & public sector