When leadership needs clarity.

• Due Diligence & Vendor AnalysisSME · Precision engineeringIllustrative example

  Betting the company on a handshake

  A £6m engineering firm was about to spend around £1.1m acquiring a competitor — with no independent view of who really controlled it, or what risk was hidden in the accounts.

  Price renegotiated

  −£180k

  Material risks found

  3

  Turnaround

  10 days

  Coverage

  All 214 filings across the target and three related entities were read — the complete Companies House history, not a sample.

  Outcome

  Deal restructured as an asset purchase, price cut by around £180k with warranties covering two undischarged charges. The client proceeded — with eyes open, not on trust.

• Investigation ReportSME · Facilities servicesIllustrative example

  “He always seemed to win”

  Subcontractor costs up around 30% with no growth in jobs, and a manager’s suspicion about one supplier. Leadership needed a documented answer before taking any action — not gossip.

  Leakage addressed

  ~£40k/yr

  Policy breaches found

  11 of 19

  Turnaround

  8 days

  Coverage

  All 1,284 purchase-order lines across the 14-month period were read — every one, not a sample.

  Outcome

  An evidence-backed file to open a formal internal process and brief an employment solicitor. Three-quote control reinstated with a system gate, and related-party declarations introduced for all approvers.

• Ongoing BI & MI ReportingCharity · ~£1.4m incomeIllustrative example

  Three systems, three answers, one board losing patience

  The CRM, the finance system and the fundraising spreadsheet each told a different story about income and supporter numbers — and a major funder review was coming.

  Supporter count inflated by

  ~19%

  Recoverable Gift Aid found

  ~£9k

  Then reported

  Monthly

  Coverage

  All 11,847 supporter records across the three systems were read and reconciled, with totals computed in code rather than estimated.

  Outcome

  Board reporting reconciled for the first time in two years — and it stayed reconciled, because the pack is produced the same way every month.

• Market & Competitive AnalysisCharity · Youth servicesIllustrative example

  The county-wide figure was the wrong number

  A youth charity had reserves to expand into a neighbouring county and a board split three ways. They needed evidence before the next board meeting — not a consultant’s hunch.

  Overcommitment avoided

  ~£60k

  Providers mapped

  412

  Turnaround

  9 days

  Coverage

  All 412 registered charities in the target county with a relevant classification were read, with full accounts history for the 17 direct-overlap providers.

  Outcome

  The board chose a focused, partnership-led entry into the two genuinely high-need wards rather than a broad, capital-heavy launch across an area that was already served.

• Customer & Commercial InsightSME · Trade distributionIllustrative example

  The biggest customers were the least profitable

  Three years of revenue growth with flat gross margin. Management reports ranked customers by revenue and stopped there — so nobody could say who actually made the company money.

  Top 10 — revenue

  41%

  Top 10 — gross profit

  12%

  Margin recovered

  ~£210k

  Coverage

  All 184,306 invoice lines across 36 months were read and gross margin recomputed line by line, with delivery costs allocated per account in code.

  Outcome

  Bottom-decile pricing put on a documented review schedule, field sales time reallocated to a mid-tier producing 47% of gross profit, and a first-90-days sequence introduced to close the churn window.

• Performance Review & RecommendationsSME · Multi-site veterinary groupIllustrative example

  Both explanations were wrong

  Profitability had slipped two years running. Management blamed wage inflation; two non-executives suspected one bad site. The board wanted an independent read before the strategy session.

  Gross margin decline

  −5.8pts

  Sites actually profitable

  2 of 7

  Visits analysed

  41,392

  Coverage

  All 41,392 client visits across 24 months were read, with site margins rebuilt from source and reconciled to the statutory accounts.

  Outcome

  The strategy session opened with an agreed diagnosis instead of two competing narratives. Wage inflation explained about a third of the decline; the real driver was service mix.

Every client, figure and detail above is fictional, written to represent a typical engagement. Nothing here is a testimonial or a record of real client work. Real case studies will be published only with written client consent.