Who we serve▾ the national pathSovereign & Government →Five places a national vision is won or lost.01Policy02Mandate03Ecosystem04Delivery05Outcome the investment pathPrivate Equity & VC →Five places an investment case is won or lost.01Thesis02Target03Price04Value05Return the strategy pathEnterprise & Corporate →Five places a corporate strategy is won or lost.01Board02Budget03Floor04Review05Bottom line the founder’s pathFounder & Mid-Market →Five places a growing company is won or lost.01Move02Cash03People04Numbers05Profit Services▾ Services Frameworks Experience Insights About Get in touch English(UK)✓ More languages to follow. Who we serve▾ Sovereign & Government Private Equity & Venture Capital Enterprise & Corporate Founder & Mid-Market Services▾ Services Frameworks Experience Insights About Get in touch English (UK) Experience · the work behind the methodReal problems, and what we did.Real rooms, real constraints, real decisions. Named by the situation, never by the client.Discuss a mandateSee the practicesFeaturedGCCUp to 10Msubscribers in the addressable marketWe structured repayment out of the transactions the platform would create, so the state funded none of the build.A GCC national telecoms regulatorGrowth→FeaturedNorth America100 daysto live client work, running againWe took the running infrastructure into secure control first, and rebuilt only what we could then see.A US venture-funded ad-tech companyDigital & AI→All experiencesAll 44Growth 25Digital & AI 11Due diligence 8RegionRegion: AllGCC (14)North America (12)Global (12)Asia Pacific (3)Europe (2)MEA (1)44 experiencesGCCA GCC national telecoms regulatorWe structured repayment out of the transactions the platform would create, so the state funded none of the build.Up to 10M subscribers in the addressable marketGrowthRead →GCCA GCC national telecoms regulatorWe drew every request out of the operators' private channels into one national view that allocates it and times it.Up to 2M service requests a yearDigital & AIRead →GCCA GCC national labour ministryWe built the register the market never had, then priced what leaving it alone would cost.About 36,000 companies in a market with no registerGrowthRead →North AmericaA US venture-funded ad-tech companyWe took the running infrastructure into secure control first, and rebuilt only what we could then see.100 days to live client work, running againDigital & AIRead →North AmericaA US venture-funded ad-tech companyWe did not extend the old platform. We architected a new API-first one and moved the clients across.478 ms median response at launchDigital & AIRead →GlobalA Big Four consulting firmWe profiled sixteen operators across three markets, then said which models were working and which were not.17 days kickoff to client presentationGrowthRead →MEAA Fortune 100 industrial groupWe costed the value chain only where the data carried it, left the rest visibly empty, and let the range hold the risk.13 days scope letter to final deliveryDue diligenceRead →GCCA GCC national food and drug regulatorWe designed the operator the regulator could not be: business focus, operating model, organisation, executive team.28 weeks start to a chief executive in postGrowthRead →GCCA GCC national telecoms regulatorWe modelled every rate inside the ceiling, found none that carried the scope, and made one stream structural.GrowthRead →GCCA GCC national labour ministryWe put the target, the decision rights and the budget line in one team inside the sponsoring ministry.GrowthRead →GCCA GCC national labour ministryWe graded the platform the ministry already owned, and recommended evolving it rather than building beside it.Digital & AIRead →GCCA GCC national labour ministryWe designed the platform as eleven modules on a phased build, so it could release in stages instead of all at once.Digital & AIRead →GCCA GCC national labour ministryWe scored four global vendors twice, against the full scope and against the narrower one, and the order changed.Due diligenceRead →North AmericaA US high-risk-payments operatorWe put both sides' dated commitments on one surface, so a slip showed the day it happened rather than the quarter after.GrowthRead →North AmericaA US high-risk-payments operatorWe wrote onboarding down as four self-serve paths, so a merchant could go live without anyone from our side in the room.Digital & AIRead →North AmericaA US venture-funded ad-tech companyWe costed seven resourcing scenarios against the roadmap, then recommended one and dated its start.Digital & AIRead →Asia PacificA global agrochemicals and seed businessWe joined their own sales system to the market database, so the strategy could be aimed where they already held share.GrowthRead →North AmericaA frontier resource developerWe rebuild the market picture from what can be sourced, and write the estimate basis into the file itself.GrowthRead →North AmericaA mid-market private equity firmWe counted the category off the raw point-of-sale data, then sized the slice the asset actually traded in.Due diligenceRead →North AmericaA mid-market private equity firmWe held every interview ourselves, so the limits came back in operators' words, not in a note-taker's summary.Due diligenceRead →North AmericaA global supply-chain and logistics groupWe built the revenue estimate company by company, from segment splits and expert input, where no filing carried the lineGrowthRead →North AmericaA global supply-chain and logistics groupWe took co-authorship of record on the final deliverable and named the lead's position on it rather than absorbing itGrowthRead →EuropeA private equity fund houseWe pulled risk out of all four workstreams into one register, then ranked it by severity inside each.Due diligenceRead →EuropeA global supply-chain and logistics groupNo statistic carried the number. We took it from the operators who set the rates, and both estimates rest on it.Due diligenceRead →GlobalA global supply-chain and logistics groupWe stopped ranking countries and ranked the companies inside each lane the client had already named.GrowthRead →GlobalA global supply-chain and logistics groupWe drew each chain end to end, then marked only the nodes where the packaging actually changes hands.GrowthRead →GlobalA global supply-chain and logistics groupWe named the incumbent at every node, so the entry question stopped being where and became against whom.GrowthRead →GlobalA global supply-chain and logistics groupWe matched what moves east against what moves west at product level, so the return leg could be counted, not assumed.GrowthRead →GlobalA global supply-chain and logistics groupWe graded each segment against the packaging it actually moves in, and let the physics rule two of them out.GrowthRead →GlobalA global supply-chain and logistics groupWe wrote the question before anyone dialled, so ten separate answers could be added up instead of merely collected.GrowthRead →GlobalA global supply-chain and logistics groupWe built the continent view, showed it was directional, and handed over the instrument that drills to country level.GrowthRead →GlobalA global supply-chain and logistics groupWe rebuilt the expert's sector table against the client's own six categories, and that cut is what reached the slides.GrowthRead →GlobalA Big Four consulting firmWe write the applications up one at a time, each against published performance figures and named practitioners.Digital & AIRead →Asia PacificA Fortune 100 industrial groupWe mapped the chain layer by layer and named who sits at each, so the decision rested on a floor not a guessGrowthRead →Asia PacificA Fortune 100 industrial groupWe put both on one cost-per-kilometre basis across a scenario range, so the choice turned on a thresholdGrowthRead →GlobalA global supply-chain and logistics groupWe went to the people who buy the storage, not the people who forecast it, and scored every answer on one index.Due diligenceRead →GlobalA Fortune 100 industrial groupWe stopped ranking the sectors by argument and let six variables do it, weighted by how little each varied.GrowthRead →GCCA GCC national food and drug regulatorWe mapped every submission back to the procurement document and reported what was complete and what was still owed.Due diligenceRead →GCCA GCC national telecoms regulatorWe wrote the rule change and the system that enforces it as one document, because neither one works alone.Digital & AIRead →GCCA GCC national labour ministryWe made the worker a party to the contract, and bound the permit to that contract rather than to a building.Digital & AIRead →GCCA GCC national labour ministryTwo national platforms were converging on the same users, and we advised against merging them.GrowthRead →GCCA GCC national labour ministryWe covered the platform's life after subsidy by amending a partnership that existed rather than structuring a new one.GrowthRead →North AmericaA US high-risk-payments operatorWe rented the rails rather than build them, and shipped in weeks against a surface that would have taken quarters.Digital & AIRead →North AmericaA US high-risk-payments operatorWe ran the estate down to the floor that preserved the codebase, and named the floor, so stopping did not become losing.GrowthRead →←→Swipe the top card, or use the buttons. Tap to open.Showing 12 of 44Load moreNo experience matches that combination. Clear the filters←→The situationWhat we didHowDiscuss a similar mandate Start hereWhich room are you in?Sovereign & Governmenta national programmePrivate Equity & VCa dealEnterprise & Corporatea corporate strategyFounder & Mid-Marketa growth decisionPick one, or write your own. We reply within 24 hours.Discuss a mandate →44experiences on this page, named by the situation, never by the client.Recognise one of these? Bring us yours.Discuss a mandate →