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The work is
in the outcome.

Consequential decisions. Lasting changes to the business.

Selected engagements. Client identities remain confidential.

Capital back in the business.

Industrial group · Central Asia

Coils of steel wire stacked in an industrial yard beneath a gantry crane

18% of working capital released, with production maintained.

“We funded the next line from our own balance sheet.”

Chief Financial Officer, industrial group

The question

Growth was consuming cash faster than the operating business could replace it. The board needed capacity for its next investment without disrupting production.

The decision

We connected inventory policy to production planning and supplier terms. Finance and operations agreed one view of working capital, with clear ownership of each release.

What changed

The group released 18% of its working capital over nine months, while maintaining production levels. Management gained a repeatable way to fund growth from the business itself.

Strategy & transformation · Operations & performance

A clearer technology estate. A faster-moving bank.

Banking · North America

A glass financial district building seen from below against a pale sky

A target architecture with 30% fewer duplicated applications, backed by a funded modernisation programme.

“The board can finally see what our technology spend is buying.”

Chief Operating Officer, bank

The question

Years of acquisition had left the bank with overlapping systems and competing technology plans. Each new initiative added complexity to an already fragmented estate.

The decision

We mapped business capabilities to the technology that supported them and established a common target architecture. Investment decisions were tied to a sequence of manageable migrations.

What changed

The bank removed 30% of duplicated applications from its target estate and approved a funded modernisation programme. Business leaders could finally connect technology spend to operating priorities.

Technology & digital · Strategy & transformation

A place to live. A proposition that sells.

Residential development · The Gulf

Client-owned architectural visualisation of a residential development with layered balconies

The first release reached 72% reservation before construction, against a revised investment case.

“The design stayed. The numbers finally supported it.”

Managing Director, residential developer

The question

A residential project had an ambitious design and an uncertain commercial position. The owners needed to reconcile the product with what the market would actually value.

The decision

We brought market evidence into the development brief, revisited the unit mix and shaped a pricing strategy around customer demand. Commercial planning informed the capital decision.

What changed

The first release reached 72% reservation before construction. The project moved forward with a stronger demand case and a sales plan aligned with its funding requirements.

Growth & marketing · Corporate & legal advisory

Built for the next generation.

Family holding · Switzerland & Central Asia

Client-owned architectural visualisation of a family house among pine trees

A shared governance framework across jurisdictions, with a clear route for succession.

“The next generation has a mandate. The family still has a voice.”

Chair, family holding

The question

A family holding had expanded across borders while its governance remained tied to the original founder. The next generation needed room to lead without fragmenting the group.

The decision

We aligned the ownership structure with the family’s long-term intentions, clarified reserved decisions and coordinated cross-border advice. The family and executive team agreed a common operating charter.

What changed

The holding adopted a governance framework that separated ownership matters from operating decisions. Succession gained a practical timetable and the management team gained a clear mandate.

Corporate & legal advisory · Strategy & transformation

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