How the enterprise is performing, whether the right commercial and capital decisions are being made, and where the next phase of growth and enterprise value should come from.
1. Enterprise Performance
The situation. Revenue is growing and EBITDA and cash are not following. Working capital is absorbing the growth, capacity is underused, and management reporting does not explain performance well enough to act on.
What we do. Margin, cash and working-capital improvement; operating and commercial performance; asset, project and organisational productivity; cost structure and cost-to-run; and forecasting, management information and decision support rebuilt to decision-grade.
The outcome. A quantified view of where value is created and lost, and operating economics that can carry the next stage of growth.
Focused work: the Cash & Margin Review, Operating Model and Organisational Productivity, and Technology and Operating-Model Investment.
2. Commercial Finance
The situation. A price, a tender, a contract or a capital commitment is about to be made on numbers nobody independent has tested. Or the Board keeps receiving papers that arrive with a conclusion but without a defensible model behind it.
What we do. Pricing, tender and contract economics; project economics, cost-to-complete and project cash flow; investment cases and capital allocation; strategic planning and financial modelling; funding decisions and their covenant and liquidity implications. Where the constraint is senior capacity rather than analysis, we provide fractional CFO and senior commercial-finance support.
The outcome. Commercial and capital decisions taken on evidence, with the basis, assumptions and sensitivities visible — before margin, cash or capital is committed.
Focused work: Bid-to-Delivery Commercial Assurance and Investment Cases and Senior Finance Support.
3. Corporate Development
The situation. Organic growth is constrained. Management is weighing an acquisition without an independent investment view. Or a founder, a shareholder or a Board needs to understand transaction economics before committing.
What we do. Growth and acquisition strategy; target screening, assessment and sequencing; commercial and financial due diligence; deal modelling, transaction economics and funding capacity; strategic options assessment; value-creation and integration priorities; exit readiness and succession preparation.
The outcome. A defensible view of where the next phase of enterprise value comes from, what it costs, and what has to be true for it to work.
Focused work: Corporate Development and Transaction Support and Business Readiness.
Senior-led throughout: Graham Montrose leads the mandate and brings in trusted specialist capability where the work requires it.