Modern office building in the Scottish countryside at dawn

Business Consulting that moves the numbers

We work with owner-managed businesses across Scotland and the wider UK to find the specific changes that improve profit, reduce waste and make growth feel manageable rather than chaotic.

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What we actually do

Each engagement starts with a two-week diagnostic. No generic slide decks: we look at your data, talk to your people and come back with a short list of actions ranked by expected return.

Revenue growth planning

We map your sales pipeline, pricing structure and customer acquisition cost. Then we test specific changes: adjusted pricing tiers, referral incentives, or a restructured sales process. One manufacturing client in Dundee added £380k in annual revenue after we restructured their quoting workflow alone.

Operational efficiency

Slow processes cost more than most owners realise. We time-study your core workflows, identify the three or four bottlenecks that cause the most delay, and redesign them. A logistics firm we advised in Edinburgh cut order-to-dispatch time from 4.2 days to 1.8 days within six weeks of implementing our recommendations.

People and leadership

Hiring the wrong person for a mid-level role costs roughly £30k when you add recruitment fees, training time and lost productivity. We help you write clearer role specifications, build structured interview scorecards and set up 90-day onboarding plans so new hires contribute faster and stay longer.

Financial modelling and forecasting

We build scenario-based financial models in plain spreadsheets you can maintain yourself. Each model shows best-case, likely and worst-case outcomes for the next 12 to 24 months. Banks and investors respond well to these because the assumptions are transparent and clearly documented.

Results from recent clients

We ask every client whether we can share their story. Here are three who said yes.

"We brought them in to fix a cash-flow problem. Within the first month they found £42k in annual savings just by renegotiating two supplier contracts and switching our payment terms. The diagnostic report paid for itself before the project was halfway done."

Fiona Greig, director, Highland Fabrication Ltd

"I expected a thick report full of jargon. Instead, the team gave us a one-page action plan with five items ranked by impact. We finished three of them in the first quarter and saw a 14% improvement in gross margin."

David Torrance, owner, Torrance Food Group

"They sat in on our Monday leadership meetings for six weeks, then showed us exactly where decisions were stalling. We restructured the meeting format and cut average project approval time from eleven days to three."

Lorna Patel, operations manager, Apex Property Services