What we do
Eight disciplines. One objective.
Every engagement is different. The objective never is: stabilise the business, restore performance, and build the foundations for what comes next.
We don't offer a menu of services. We offer a diagnosis.
Most advisory firms lead with their service catalogue. We lead with the question: what does this business actually need? Sometimes that's a structured turnaround programme. Sometimes it's an interim Managing Director, Operations Director, General Manager or Production Director for a month or six months. Sometimes it's a frank conversation with the board about what's really going on.
The eight disciplines below represent the full range of what we bring to an engagement. In practice, most clients would draw on three or four — often simultaneously.
Operational Transformation
End-to-end review and redesign of operations to eliminate waste, reduce cost and restore margin.
We examine every element of the operating model — from procurement and production through to fulfilment and customer service. We identify where value is being destroyed, where cost is disproportionate to output, and where the organisation has drifted from what it should be doing. The result is a clear transformation roadmap, owned by the leadership team, with measurable milestones.
Typical outcomes
Turnaround & Recovery
Rapid stabilisation of businesses in distress — cash, creditors, operations and confidence.
When a business is in trouble, the first priority is survival. We move quickly to stabilise cash, manage creditor relationships, and stop the bleeding. Once the immediate crisis is contained, we build the recovery plan — addressing the root causes, not just the symptoms.
Typical outcomes
Interim Executive Leadership
Senior interim MD, Operations Director, General Manager or Production Director available immediately when the business needs it most.
Sometimes the business needs a leader, not a consultant. Roger's experience covers Managing Director, Operations Director, General Manager and Production Director — roles where operational credibility and the ability to make decisions under pressure are what matter. This is not advisory at arm's length — it is operational leadership with full responsibility for outcomes. Engagements typically run from three to twelve months.
Typical outcomes
Profit & Cash Improvement
Structured programmes to identify and capture margin and cash improvements across the P&L.
We work systematically through the P&L and balance sheet to identify where profit and cash are being lost. Pricing, procurement, overhead, working capital, capex discipline — each is examined against what is achievable. We then build and manage the improvement programme, tracking delivery against a clear financial model.
Typical outcomes
Working Capital Reduction
Stock, debtor and creditor management to release cash and reduce the capital burden on the business.
Excess working capital is one of the most common and most overlooked drains on business performance. We analyse stock levels, debtor days, creditor terms and the underlying processes that drive them. We then implement the changes needed to release cash — without disrupting operations or customer relationships.
Typical outcomes
Board & NED Advisory
Independent non-executive challenge and support for boards navigating complexity or transition.
Boards benefit from independent voices that are willing to ask the difficult questions. Roger provides non-executive advisory support to boards facing strategic uncertainty, ownership transition, performance challenges or governance gaps. We bring operational credibility — not just governance theory — to the boardroom table.
Typical outcomes
Restructuring
When the right answer is a fundamental restructure, we manage the process with rigour, clarity and minimal disruption.
Restructuring a business — whether driven by financial pressure, strategic change or operational failure — demands the same discipline as any turnaround. We work with leadership and stakeholders to design and execute the restructure: redefining the operating model, realigning the cost base, managing creditor and employee obligations, and communicating clearly throughout. The objective is a leaner, more resilient business on the other side.
Typical outcomes
Fractional Leadership
Senior leadership expertise on a part-time or project basis for businesses that need it without the full-time commitment.
Not every business needs or can justify a full-time executive. Fractional leadership provides access to senior operational expertise on a structured part-time basis — typically one to three days per week. We embed into the business, attend leadership meetings, and drive the agenda on the areas that matter most. The engagement is flexible, the accountability is real.
Typical outcomes
Not sure which of these applies to your situation?
Most engagements start with a conversation. We'll tell you honestly what we think you need — and whether we're the right people to help.