Resources
Built for CFOs, CEOs, MDs, and partners who can see confidence slipping before there is agreement on the cause. Work through five diagnostic signs - if three or more apply, independent scrutiny is warranted.
The Assured Velocity standard is that findings should be presentable at board level without modification. A representative example of the one-page board slide produced at the end of a Health Check, with annotations explaining the structure.
A fractional CTO provides senior technology leadership without the cost of a full-time hire. This guide explains what they do, when to use one, and what to look for.
A PMO tracks. A TMO leads. If your transformation is drifting, the governance structure may be the problem - not the delivery teams.
A business diagnostic is not a report about problems you already know about. Here is what a well-scoped 14-day independent review produces.
Most ERP selections fail before a single vendor is contacted. What to do first, how to write requirements vendors cannot game, and how to protect the business case.
A VCP is the operational roadmap that turns an investment thesis into EBITDA. What one contains, how it gets built, and where most fail in delivery.
A fractional COO gives you senior operational leadership without a permanent hire. What they do, what they cost, and when it makes sense.
Consumer Duty is not a compliance project - it is an operational change programme. What FCA-regulated businesses need to do to genuinely meet the standard.
A data strategy tells you what data you need, how to trust it, and what decisions it should inform. What good looks like - and why most fail to deliver.
A structured walkthrough of an engagement where early independent intervention prevented a £1.5m technology misstep. The root cause of the problem cost £15k to fix. The recommended solution would have cost £1.8m.
A lean management system introduced over three months identified 30% capacity release and significantly uplifted operational management capability.
A standardised “apply once” onboarding journey reduced colleague toil by 50%, lead time by 40%, and eliminated a key risk to the transformation programme.
A rapid four-week assessment and process redesign delivered a 70% reduction in time from performance review to pay change - without any technology spend.
A Tier 1 investment bank in breach of PRA scenario reporting requirements achieved 50% lead time reduction and full compliance within six months - at a net cost saving.
Fractional CTO engagement delivered PRA compliance, £50M capital release, and £14M annual Opex savings for a regulated financial services firm under regulatory scrutiny.
A fractional CTO led a VMware-to-Azure migration and embedded Secure-by-Design controls - delivering £500k annual savings and protecting key defence contracts.
Senior technical leadership stabilised a high-risk estate, restored delivery control, and contributed to a £4M annual Opex reduction on a major national infrastructure programme.
Technical leadership owned the full design and delivery of a new core banking platform - signed off by the FCA on schedule with zero timeline slippage.
Senior technical leadership surfaced risk transparently and embedded governance and accountability structures that would survive beyond the engagement.
Technical leadership delivered national datacentre rehosting at scale, stabilising a high-risk estate and strengthening the technology foundation for a nationally critical operation.
A 12-week diagnostic across 80 offices identified £26M+ in annual Opex reduction across bad debt, Lead to Cash, P2P, and Record to Report processes - ahead of a PE transaction.
Full redesign of the client onboarding journey reduced onboarding time by 65%, implemented straight-through processing, and removed 100% of non-compliant customers at source.
Interim leadership stabilised a business affected by attrition and leadership absence - delivering 50% uplift in sales capacity, £3M revenue protected, and a 75% improvement in complaints resolution.
The 8-Pillar Transformation Map - why coordinating across functions matters more than fixing any single one.
Your board is making decisions on data nobody has verified. What to do about it.
Your board is being asked to invest in AI by people who have never run an operation. Here is what to ask first.
Growth does not break businesses. Outgrowing the structure that enabled the growth does.
Talent exits are a lagging indicator. The structural problem has been present for 12 to 18 months before they hand in notice.
Most post-acquisition integrations are declared complete at the point the deal closes. The actual work has barely started.