Evidence,not adjectives.

£50m

Poor investment avoided

A 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.

£10m

Deal adjustment

Buy-side technology, data, IP and cyber diligence on a £200m deal. Security, system and process risks quantified.

6 months

Faster integration, and 30% cheaper

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.

£100m

New contracts attributed to Avail

Commercial capability built into the separated business. Value levers identified, built and handed to owners inside the business.

£28m

Savings delivered

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.

£5bn

Listed carve-out

Listed carve-out at £5bn scale. Separation and transition run end to end across the operating model.

650 branches

Separated with zero operational interruption

Separation of a 650-branch, 10,000-staff distribution business. Separation, platform transition and organisation delivered on an 11-month clock.

>£5m p.a.

Operational efficiencies unlocked

Operating and technology redesign across the estate. Process, technology and organisation levers worked through to realised effect.

£1bn

Combined valuation integrated post-acquisition

Post-acquisition integration on a £1bn combined valuation. Operating model, technology and organisation integrated as one engagement.

£1bn

PE exit three years after the engagement

An 80-property, PE-backed hospitality operator with a value case to prove. Operating and technology transformation run through to an evidenced exit story.

One

Unified data model across 8 acquisitions

A buy-and-build insurance group absorbing eight acquisitions. One operating model designed and landed across the acquired businesses, built on a single unified data model.

3%

EBITDA released

Sponsor-backed platform with an operating thesis to prove. Value levers identified, sequenced and delivered with the management team.

£1m p.a.

Hidden licensing exposure found before signing

A B2B intelligence division carve-out from a large corporate, with third-party licensing that finance had not recorded, managed or attributed. Diligence across product, process, data, technology and IP, then a strategy for IP and associated cost management carried into transition.

“We are prepared for the deal. No surprises.”

£3m

Consideration adjustment on a £40m acquisition

A £40m acquisition of a vertical specialist media and data services provider, needing technology, data and IP diligence to confirm integrability and synergies. Technology, data, cyber and IP diligence that quantified rather than listed risk, surfacing third-party IP dependencies unknown even to the sell side.

“BML knowing about all the technology things to look for helped identify some critical risks nobody was aware of.”

$20m

Adjustment on a $150m valuation

Corporate acquisition of a $40m revenue healthtech division from a PE-owned healthcare group, with structure and commercial relationships that ordinary diligence would not reach. Enhanced diligence on operations, technology, data, cyber and IP, used to inform final valuation and to shape a pragmatic carve-out and integration strategy.

“BML's enhanced due diligence provided value beyond the immediate deal and is needed on every transaction.”

40%

Lower expansion technology Opex

A PE-backed retail tech business with a mandate for vertical and geographic expansion and a near-term acquisition in view, needing an objective product and operational technology assessment. A capability, design and roadmap assessment for international expansion run in parallel with introspective diligence for a private equity process.

“We were able to confidently and capably expand to Europe and the UK, and at lower cost than expected.”

£2m p.a.

Group costs removed before the sale

A £200m revenue manufacturing subsidiary carve-out from a global conglomerate, where poorly understood scope and dependencies blocked clarity on operating costs and a workable TSA. Introspective diligence across operations, data, systems, IP and cyber, then a carve-out action plan, transition programme and costed TSA, with data, systems and operations separated ahead of the transaction.

“Smart due diligence turned an acquisition into a faster, cleaner integration.”

20%

Lower TSA costs on a £150m divestment

A £150m revenue B2B subsidiary divested to private equity, requiring separation from a deeply integrated parent. A costed transition plan and transition service agreement, then a pragmatic carve-out that protected continuity while building a fit-for-future technology landscape.

“BML prepared us for a smooth, risk-free carve-out.”

£3m

Revenue unlocked, Opex down 60%

Four acquired insurance specialists run independently, with divergent operations, customer data and technology holding back revenue and inflating cost. An interim CTO placed to lead integration, starting with discovery across data, systems, infrastructure, cyber and operations, then designing and delivering one integrated landscape with business change alongside.

“Taking us from crippling divergence to integrated capability has delivered immediate savings and identified additional opportunities.”

500,000

SKUs removed, sales up 20%

Customer and product data too thin to support sustainability reporting, cross-selling or competitive bidding. SKUs cut from 750,000 to 250,000, a supplier platform built to manage and enrich product data, and the result integrated into eCommerce channels.

“You have resolved an admin nightmare and provided us with sales uplift in the process.”

50%

Of colleague time returned from FAQs

Call centre colleagues spending half their time answering the same questions, with customers carrying the friction. AMiE built as a natural language assistant integrated with operational systems, trialled internally with 4,300 colleagues to test data models and secure adoption.

“Fantastic idea and forward thinking. This has accelerated our digital transformation ambition.”

97%

Stock availability, churn down 10%

No single source of truth, with teams using different data and chasing different problems. A data lake and MI dashboards delivered with a migration strategy onto one reporting platform, plus a data dictionary and governance forum chaired by the CFO.

“It's been a great job all round, well done. Ten out of ten from me.”

£10m

Service delivery costs removed in under 6 months

A regional healthcare authority facing ballooning composite procurement costs and duplicate payments to different providers for the same service. An AI solution that maps delivered services to billing attribution, built on a standardised data model with pseudonymised patient data, provider system integration, cyber and AI governance, and automated billing correction.

“With the significant pressures on managing healthcare costs, being able to effectively contain costs that should not occur in the first place is vital. An excellent use of AI.”

£2.5m p.a.

Claims support cost removed

More than 60% of claims cost more to support than the payout was worth, and customers were unhappy with the delay and hassle. A microservices platform combining integration, AI and automation across support systems, live travel data, customer accounts and policy benefits, with automated payouts offering cash or a higher-value travel credit.

“Using AI to analyse real-time travel services status not only enabled automating proactive claims payouts to customer delight, but also identified fraudulent claims effectively.”

40%

Fewer operational disruptions for fleet customers

High support costs driven by reactive maintenance and unplanned component replacement, often in remote locations. An AI solution delivering predictive analytics from support incidents, maintenance logs, component monitoring and customer accounts, extended into a new maintenance and incident insurance product.

“Our commercial transport operator customers were delighted with 40% reduced operational disruptions and lower cost of service.”

£10m to £30m

Revenue growth in 18 months

A PE-backed direct-to-consumer brand with a mandate to grow 200% in three years, held back by technology and automation gaps. Investment objectives aligned with the executive team and investors, a rapid assessment of operating model, process and technology, then a target architecture delivered in stages for quick wins and adoption.

“They not only provided the solution needed but guided us to greater maturity and additional opportunities.”