What we do
Five stages.One firm.
A transaction asks a different question at every stage. We answer all five with the same senior operators, so nothing is rediscovered at a handover. If your catalyst isn't a deal — an ERP replacement, a leadership change, a major operational redesign — read "transaction" as "consequential change". The mechanics are the same.
Pre-readiness
Be ready before the clock starts.
- Is the business ready for what is about to happen?
- What breaks first under transaction pressure?
- Where is the operating model already carrying risk?
The work
- Operating model and technology readiness
- Data, reporting and management information
- Cost base and contract exposure
- Leadership capacity and accountability
BML/OS
BML/OS establishes the baseline: workstreams, owners, risks and the value levers that will be tested later.
Diligence
Know what you're actually buying.
- What are we really buying, and where is the value?
- What has been capitalised that is actually risk?
- Which value opportunities are real and which are assumed?
The work
- Technology
- Data
- AI and IP
- Cyber
- Operating model
- Cost base
- Value opportunities
BML/OS
Findings, quantification and value levers are captured in BML/OS so diligence carries straight into delivery.
£10m
Deal adjustment on a £200m deal
Bridgestone
Transition
Move quickly. Keep the business running.
- How do we move without breaking the business?
- What has to be true on Day 1, and on Day 100?
- How and when do we exit the TSA?
The work
- TSA
- Separation
- Integration
- Day 1 / Day 100
- Platform transition
- Organisation
BML/OS
One plan, one risk register, one decision log across both sides of the transaction.
£5bn
Listed carve-out
Informa
650 branches
10,000 staff, 11-month delivery, zero operational interruption, full TSA exit early and under budget
Saint-Gobain / Jewson
Value creation
Turn the thesis into operating performance.
- How does the investment thesis become operating performance?
- Which levers move earnings this year rather than eventually?
- Who owns each number?
The work
- Revenue
- Cost
- Process
- Technology
- AI
- Organisation
- Data
BML/OS
Value levers are tracked against baseline, owner and realised effect, not against slideware.
£100m
New contracts attributed to Avail
Saint-Gobain / Jewson
>£5m p.a.
Operational efficiencies unlocked
Park Holidays
3%
EBITDA released
PE-backed healthcare platform
Exit
Make the value visible.
- Can the value be evidenced and defended?
- Will the technology and data story survive a buyer's diligence?
- Is the cost story documented or remembered?
The work
- Exit readiness
- Technology readiness
- Data and IP
- Cost story
- Separation planning
- Management evidence
BML/OS
The engagement record becomes the evidence pack: decisions, levers, delivery and realised outcomes.
What you are buying
Business change and technology change are one engagement, not two.
An ERP replacement is an operating model decision. A carve-out is a technology separation. A value creation plan is a data problem. We run both sides as one engagement, on one operating spine, with one senior team that can hold the commercial, operational and technical conversation in the same room.
Value identification
We find where the money is — in the diligence, the hundred days, or the value-creation plan. Our operators ask the right questions of the right people until it is a plan the CFO can sign.
Workflow redesign
We redraw the commercial, organisational and decision workflows before any product goes in, not after. That is where most AI programmes quietly fail. We don't skip it.
Change and adoption
Training, coaching, comms, incentive design, org restructures. Standing up the technology is the easy part. Making it stick is the work.
Governance and safety
Guardrails, review cadence and the operating model that keeps AI usage safe as it scales. Not a click-once install, an ongoing operating discipline.
Outcome measurement
We wire the KPIs back to the investment thesis and hold ourselves to them. The value only counts if it turns up in the reporting.
Bring us in at any stage. We will still be there at the next one.