Proof
Fifty engagements. Roughly £20bn of enterprise value. Each one below is described the same way: the situation, what changed, and the value delivered. Where a client is not named it is because the engagement is under NDA; the numbers are still theirs, and where confidentiality allows we will arrange the reference call.
Selected clients
Engagements
£50m
Poor investment avoided
PE fund (buy-side diligence)
Reference on requestA sponsor about to commit to a platform whose operating model would not carry the thesis. Technology, data and operating diligence run by operators who had delivered the integration themselves, with the cost to fix quantified rather than flagged.
Key outcomes
£10m
Deal adjustment
Bridgestone
Buy-side technology, data, IP and cyber diligence on a £200m deal. Security, system and process risks quantified.
Key outcomes
6 months
Faster integration, and 30% cheaper
Affidea
Multi-site healthcare integration across 400-plus clinics and 15-plus countries. Integration run end to end by one senior team, with one plan across every country and clinic estate. The playbooks and learning from it now sit inside BML/OS.
Key outcomes
£100m
New contracts attributed to Avail
Saint-Gobain / Jewson
Commercial capability built into the separated business. Value levers identified, built and handed to owners inside the business.
Key outcomes
£28m
Savings delivered
Royal Mail
A national logistics operator carrying cost and complexity across its estate. Operating, commercial and technology levers worked together, with owners and baselines against every number.
Key outcomes
£5bn
Listed carve-out
Informa
Listed carve-out at £5bn scale. Separation and transition run end to end across the operating model.
Key outcomes
650 branches
Separated with zero operational interruption
Saint-Gobain / Jewson
Separation of a 650-branch, 10,000-staff distribution business. Separation, platform transition and organisation delivered on an 11-month clock.
Key outcomes
>£5m p.a.
Operational efficiencies unlocked
Park Holidays
Operating and technology redesign across the estate. Process, technology and organisation levers worked through to realised effect.
Key outcomes
£1bn
Combined valuation integrated post-acquisition
Lloyd's Register
Post-acquisition integration on a £1bn combined valuation. Operating model, technology and organisation integrated as one engagement.
Key outcomes
£1bn
PE exit within three years of transformation
Park Holidays
An 80-property, PE-backed hospitality operator with a value case to prove. Operating and technology transformation run through to an evidenced exit story.
Key outcomes
8 acquisitions
Insurance operating models integrated
Aventum
A buy-and-build insurance group absorbing eight acquisitions. One operating model designed and landed across the acquired businesses.
Key outcomes
60%
Opex reduction in a regulated services operator
Top-40 UK law firm (under NDA)
Reference on requestRegulated legal services operator carrying a cost base it could not defend. Cost base, technology estate and process redesigned together, including the fastest Workday deployment in the world.
Key outcomes
3%
EBITDA released
PE-backed healthcare platform
Reference on requestSponsor-backed platform with an operating thesis to prove. Value levers identified, sequenced and delivered with the management team.
Key outcomes
Sector depth, built by doing the work
If your situation looks like one of these, it probably is.
