Industries and use cases
Where we help most.Five areas we know well.
Our team's deepest experience sits in these five sectors, but we're not limited to them. For each, a use case below shows how we would approach a typical challenge.
Is this you?
Built for leaders with a number to move.
Our best work happens where four things come together, often under margin pressure. If this sounds like your situation, a short conversation is a good place to start.
You own the result
The number lands on your desk, whether you lead the organisation, a division or an operation, and the decision is yours.
The clock is ticking
A value-creation plan, a new mandate or a board that wants answers this quarter.
You can move quickly
Once the evidence is clear, you have the freedom to change course.
The answers are buried
Fragmented operations, complex estates and systems that don't talk to each other. That is where we start.
Use cases
Five situations, and how we would approach them.
Each use case is an illustrative situation based on what our team has seen across many businesses.
Use case 1 · Capital projects and their suppliers
Milestones slipping, margin eroding.
Typically working with: programme directors, commercial directors and operations leadership.
The problem
A supplier on a major programme is missing milestones and watching its margin erode. Every report says the work is late; none says where the time is going.
Our perspective
Capital projects lose value in the handovers: between design and site, contractor and subcontractor, plan and reality. Our team has spent years in infrastructure delivery and performance, and the pattern repeats.
Solution and impact
We bring together programme, commercial and workforce data, find where productive time is lost, and prioritise recovery actions. The result is a recovery plan focused on the few constraints that matter.
Use case 2 · Defence and aerospace
Programmes under pressure, skills in short supply.
Typically working with: programme and engineering directors, and operations leadership.
The problem
A defence or aerospace business has a full order book, but delivery is held back by engineering hours, supply delays and rework. The data on where time goes sits across planning, quality and workforce systems.
Our perspective
In complex engineering the biggest losses are rarely in one place. They sit in waiting time, rework loops and how scarce specialists are deployed. Read the systems together, and the few constraints that matter stand out.
Solution and impact
We connect planning, quality and workforce data in a deployment agreed with your IT and security teams, so the data stays under your control. We find where engineering time is lost, size each lever, and agree a short plan to lift throughput with the skilled team you already have.
Use case 3 · Education
Students leaving early, numbers falling.
Typically working with: vice-chancellors, pro-vice-chancellors, university chief operating officers and registrars, and heads of student experience.
The problem
A university is losing students between enrolment and graduation, and applications are falling in key courses. Every student who leaves early takes their fees with them, and the reasons are hard to pin down.
Our perspective
The warning signs are usually there: attendance, engagement with online learning, assessment results, support requests and finance. They sit in separate systems, so they are rarely read together until it is too late to act.
Solution and impact
We securely connect your data through an approach agreed with the university's IT team, identify the key factors driving student attrition and quantify the potential impact. Leaders receive a prioritised set of interventions, from targeted student support to course improvements, each with clear ownership and a delivery date.
Use case 4 · Field and asset operations
Rising cost to serve, across many sites.
Typically working with: operations and asset directors, and heads of field service.
The problem
A business with engineers and assets spread across many sites faces rising costs, a growing backlog and a stretched workforce. Work orders sit in one system, costs in another and people's time in a third.
Our perspective
Most of the value sits in how work is planned and scheduled, not in people working harder: travel, repeat visits, and reactive work crowding out planned work. You only see it when the systems are read together.
Solution and impact
We link asset, work order and workforce data, size the opportunities across sites and contracts, and prioritise action. The aim: a lower cost to serve and more productive time from the team you already have.
Use case 5 · Private equity
Behind the plan, with the board approaching.
Typically working with: operating partners and portfolio company leadership teams.
The problem
The investment case is clear: buy an underperforming business, change the leadership, drive performance. The value is in the first 100 days, but the data that would show where to act is complex and fragmented.
Our perspective
The usual routes to that insight take months, and the 100 days do not wait. Finance, operations and sales each hold part of the answer. Put them together and size each lever, and the board conversation moves from explaining the miss to agreeing the fix.
Solution and impact
Pre-built analyses for the questions an operating partner asks run on the business's own data, with the data kept under its control. Within 20 working days of data access the board has quantified opportunities and prioritised actions, and the same method repeats across the portfolio.
