Enterprise Performance, Commercial Finance and Corporate Development.
We combine these capabilities around your priorities, supporting analysis, decisions and delivery alongside your team. Each can also be engaged on its own.
01 Enterprise Performance
How the business runs: margins, productivity, assets, processes and systems.
Brought in when Results are not where they could be. Growth is not converting to margin or cash, plant or fleet earns below its potential, work is lost between teams and systems, or a process, system or AI change needs leading.
- Find where margin, productivity and capacity are lost, and what it is worth
- Set a few operating priorities with owners, measures, performance visibility and a management rhythm that holds
- Redesign core processes and the handoffs between teams, including the information operating teams pass to finance, with the people who run them
- Review asset and fleet utilisation and return
- Lead systems, automation and AI change from business case to adoption
The benefit Improvement people own, showing in revenue, margins and cash.
02 Commercial Finance
Know the economics before committing, and keep control afterwards.
Brought in when A price, tender, contract or investment needs a clear view of its economics before commitment, cash is not keeping pace with profit, or the finance team, forecasts and reporting are not keeping up with the decisions in front of leaders and the board.
- Test pricing, bids, tenders and contract economics before commitment
- Build and test investment cases and capital allocation
- Forecast project margin and cash through delivery
- Find where cash is held in billing and working capital, and agree the actions that release it
- Build and develop finance teams, and strengthen business partnering with operating teams
- Design driver-based management and board reporting, forecasts and decision papers
Finance teams and reporting We help build finance teams and improve operational and finance processes, giving owners and leaders clearer information, better cash visibility and stronger support for business decisions. We help teams build management and board reporting around the drivers of the business, with clear templates, EBITDA bridges, cash movements and operating measures embedded into their reporting process. Your team owns the recurring preparation and distribution.
The benefit Decisions made on tested numbers, and commercial control that holds after the decision.
03 Corporate Development
Shape growth, evaluate investment opportunities and prepare for succession or sale.
Brought in when Growth has slowed, an acquisition or divestment is being weighed, an acquired business needs integrating, or succession, sale or investment is approaching.
- Set growth strategy and market position
- Plan go-to-market and key customer development
- Screen and assess acquisitions, divestments and investments
- Test a target's market, customers and plan through commercial diligence
- Plan integration, including systems and data, so the value in the case is delivered
- Prepare for succession, sale or investor scrutiny
The benefit A clear view of where growth will come from, and a business better prepared to be examined by an investor, lender or buyer.
Graham Montrose does not provide financial product or securities advice. We work alongside your corporate finance, legal and tax advisers where licensed work is required.
Systems, automation and AI
Technology earns its return when people use it and the results are measured. We lead the business side of the change, drawing on all three capabilities.
Start at the stage you need. Each stage stands on its own, none commits you to the next, and not every piece of work needs all four.
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Assessment and business case
Assess the opportunity, compare options including non-technology fixes, and cost them fully, including your team's time, support and adoption.
You receive A decision-ready case: proceed, change or stop.
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Requirements and provider selection
Define business requirements and evaluate providers through a process proportionate to the size and risk: your existing supplier, a short competitive process, or a formal tender where your policy requires it.
You receive Clear requirements and a recommended provider, with negotiation points.
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Delivery management and adoption
Manage the plan, dependencies, decisions and reporting across your team and providers, and support people through the change.
You receive Coordinated delivery, and a new way of working in use.
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Benefits review
Measure results against the agreed baseline, in profit, cash or capacity.
You receive A clear view of the return, and the next priorities.
- Graham Montrose prepares the commercial and operating analysis, business case and financial models, defines business requirements and evaluates providers. Where engaged, we provide project or programme management, adoption support and benefit tracking.
- Your engineers, IT team and the specialists you appoint keep engineering responsibility and validate technical assumptions. They carry out technical design, development, integration, technical testing and support, as agreed.
- You approve appointments, technology, the use of your information, and acceptance, and contract technical providers directly.
Time saved becomes value only when it reduces cost or frees capacity that is used. Our business cases show that difference.