Management consultancy · feasibility · planning
Not because owners are reckless, but because the work takes three weeks and the decision takes three days. So the analysis becomes a justification for something already chosen, which is an expensive way to buy reassurance.
We would rather be involved while the answer is still open. That means being fast enough to matter, saying which two or three variables actually decide it, and being willing to come back with the answer you were not hoping for.
One · The shapes this takes
One question with a date on it. A second location, a new line, build or buy, take the contract or walk away.
Two to four weeksA recommendation, the reasoning behind it, and the model it rests on. Including the conditions under which we would say the opposite.
A feasibility study or business plan that has to survive somebody else reading it sceptically: a bank, a partner, a licensing authority, a board.
Four to eight weeksA document with the market evidence, the operating model, the numbers and the sensitivities, written so the assumptions are visible rather than buried.
Something is not working, everybody has a theory, and the theories disagree. Margin is falling, or cash is tight while the order book is full.
Two to three weeksA written finding that separates what the data shows from what people believe, and a prioritised list of what to do about it.
Two · The register
The middle column is where most of the value sits. The question people bring is almost never the question that decides the outcome.
Whether contribution at the first one is real, and how much of it transfers
A model splitting fixed from variable cost, break even by month, and the cash needed to get there
Contribution by product and by customer, after the costs that genuinely vary
A price and margin analysis, the floor below which a line stops paying, and where increases are least likely to cost volume
The fully loaded cost of the hire, and how much of the role is actually occupied
A three year comparison including visa, insurance, gratuity accruing, space, software and leave cover
The working capital cycle, not the margin. Profitable contracts sink companies on timing
A cash profile across the life of the contract, and the peak funding it demands
Peak cash requirement, which is rarely the number people expect and never the annual loss
A funding requirement with amount and timing, and the form that suits the shape of it
Mix, and which costs are behaving as though they were fixed when they are not
A bridge from last year to this, with each movement attributed and sized
Three · Feasibility
Five parts. Most of the ones we are shown are strong on the first and thin on the fourth, which is the wrong way round, because the fourth is what a lender turns to.
Demand evidence rather than market size arithmetic. Who buys today, from whom, at what price, and what would have to be true for them to buy from you instead.
What has to exist for this to be delivered. Premises, headcount, licences, systems, suppliers. Most feasibility studies are optimistic here and nowhere else.
Capital cost, running cost, working capital, and the funding requirement that falls out of the three. Presented as cash across time rather than as an annual summary.
Two or three variables decide almost every venture. We find which, and show what happens at values you would not choose. The downside case is the one a lender reads first.
Go, do not, or go if. The third is the most common honest answer and the one most reports avoid giving.
Four · The boundary
No charge
Twenty minutes on the question in front of you. We will tell you what it turns on, and whether it needs a piece of work at all. Sometimes it does not.
A senior look at your finance function: close speed, reporting, cash visibility, tax deadlines and what should be automated. Pick the day that suits you, we call you on it, and we confirm the exact time on WhatsApp first.
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Financial clarity. Smarter systems. Better decisions.
Bring the numbers, the bottleneck, or the decision you cannot see clearly. We’ll help you define the next practical step.