The client had recently launched an in-house digital advertising agency and was struggling to hire sufficient experienced and skilled resources to support the growth it was seeing. There were also challenges in agreeing the priorities for the product roadmap, and it was becoming clear that money was being left on the table by not meeting...

The client had an ambition to grow their business through strategic acquisitions, however had limited experience of making acquisitions and no spare capacity to lead the activities.

The client had recently acquired a business but had not yet developed a plan to integrate it. There was unnecessary duplication of many functions and activities, and as a results costs were higher than necessary. There was also some confusion over brand, services and this was negatively impacting sales and marketing activity. The client had...

A Spin-off that was utilising its parent Organisation Infrastructure and Operations capabilities for hosting and service management was overpaying for services required for their stage of growth.

The client had agreed to acquire parts of a struggling healthcare business. The seller had driven a tough negotiation regarding timescales for the carve-out, allowing only 6 months for a transition support agreement (TSA). The buyer had not done any planning for the transition, and had instead focused on the financial aspects. As the sale...

One of the largest building societies in the UK had invested heavily in data technology and associated change programmes but had not been able to unlock the expected benefits and value. Despite having made good progress with data governance initiatives data was still a significant business issue.

A leading FinTech business operating in the Foreign Currency/Payments industry, had grown organically and through acquisition to a scale where data and business intelligence were critical to the business’s future growth, however, business requirements had outgrown existing capabilities.

A digital transformation project for a key part of the UK’s financial services infrastructure was suffering from delays and in danger of missing its revised launch date. As well as the potential for delays to the new central infrastructure, there was the risk of delays with integration by the participant end users (UK financial institutions),...

The product engineering team had been struggling for a few years to deliver projects and initiatives on time, and with the required quality. The business was highly frustrated, causing increased tension at the Executive level. Initiatives and projects were frequently being re-prioritised, partly due to a lack of confidence that the team could deliver ‘right...