+£340k
Annual profit increase
A 45-person logistics firm in Wakefield. We restructured their subcontractor agreements and introduced dynamic route scheduling. Engagement lasted 10 weeks.
Business consulting that actually changes things
Most consulting engagements end with a PDF. Ours end with a different P&L. We work with owner-managed businesses across Yorkshire and the wider UK, fixing the specific problems that keep revenue flat and margins thin.
Book a diagnostic call
Four weeks, four phases
We compress the diagnostic-to-action cycle into roughly a month. Here is what that looks like in practice.
Week one: the financial X-ray
We sit with your accounts, your bank feeds and your management reports. We map where cash actually goes, not where you think it goes. This usually surfaces two or three cost lines that nobody has questioned in years.
Week two: operational walk-through
We spend time on-site watching how work flows from order to delivery. Bottlenecks, handoff delays, duplicated effort: we document them with timestamps, not adjectives. You get a process map you can pin to the wall.
Week three: strategic options
With the data in hand, we build two or three concrete scenarios. Each one shows projected margin improvement, required investment and a realistic timeline. No 50-slide decks. One document, five pages maximum.
Week four: implementation kickoff
We stay to help you start executing. That might mean restructuring a supplier contract, redesigning a sales pipeline or setting up weekly KPI reviews. We leave when you can run it without us.
What we actually do
Five areas of focus. Each one addresses a specific kind of problem rather than a vague category.
Gross margins erode slowly. A supplier raises prices by 3% and nobody renegotiates. A product line that once contributed 40% margin now sits at 22% because input costs shifted. We audit every cost line against current market rates, renegotiate where possible and recommend discontinuation where the maths no longer works. Typical engagement length: six to eight weeks. Typical margin recovery: four to nine percentage points on affected lines.
If your top three customers account for more than 60% of revenue, you have a fragility problem. We build a diversification plan: identifying adjacent market segments, pricing new offerings for those segments and setting up outbound sales processes that your existing team can manage. This is not a branding exercise. It is pipeline engineering with measurable weekly targets.
Profitable businesses still fail when cash runs out. We restructure payment terms, invoice timing and inventory cycles to shorten the cash conversion period. For one manufacturing client in Bradford, we reduced the average debtor days from 67 to 38 by changing nothing except the invoice format and the follow-up sequence. Simple changes, measurable impact.
When output per employee plateaus, adding headcount is expensive and often masks the real constraint. We use time-motion analysis and process mapping to find the actual bottleneck. Sometimes it is a software limitation. Sometimes it is a scheduling habit. We redesign the workflow and measure output for 30 days to confirm the improvement holds.
Selling a business or handing it to the next generation requires 18 to 36 months of preparation if you want a fair price. We help owners identify value drivers, clean up the financials, reduce owner-dependency and build the management layer that a buyer or successor will need. We work alongside your solicitor and accountant, not in place of them.
Numbers from real engagements
We do not publish client names without permission. Here are anonymised outcomes from the past two years.
29 → 14
Days to close a sale
B2B software company, 12 staff. Their proposal process involved five internal approvals. We cut it to two and rewrote the proposal template. Sales cycle halved within a quarter.
3.2x
Valuation multiple achieved
Owner of a food manufacturing business wanted to retire. After 14 months of preparation, the business sold at 3.2x adjusted EBITDA, up from an initial broker estimate of 1.8x.
Questions we hear often
What size of business do you work with?
Typically between £1m and £30m in annual revenue. Below that threshold, the consulting fee rarely pays for itself. Above it, you probably need a larger firm with sector-specific bench strength. We are honest about where we add value.
How much does an engagement cost?
Our diagnostic phase is a fixed fee of £4,500 plus VAT. Implementation support is priced per week, usually between £2,800 and £4,200 depending on complexity. We agree the scope before any money changes hands and we do not bill for overruns caused by our own miscalculation.
Do you work outside Yorkshire?
Yes. About a third of our clients are elsewhere in England or Scotland. The diagnostic week is best done on-site, but everything after that can run remotely with fortnightly in-person check-ins.
What industries do you specialise in?
Manufacturing, professional services and distribution make up most of our portfolio. We have also worked with construction subcontractors, food producers and a handful of SaaS companies. The common thread is owner-managed businesses where the founder still makes most operational decisions.
Can we start with just one problem?
Absolutely. Many clients come to us with a single pain point, such as a cash flow squeeze or a stalled sales pipeline. We scope the engagement around that problem. If broader issues surface during the diagnostic, we flag them but we do not pressure you into a larger project.
Where to find us
1 Tiffany Croft, Leeds LS1 4AP, West Yorkshire, United Kingdom
Phone: +44 113 205 9584
Email: [email protected]
We respond to enquiries within one working day. If you prefer a call, include your number and a rough time that suits you.
