Case one: operational drag in a growing retailer
A home goods retailer with 14 stores across South Wales was growing revenue at 11% year-on-year but seeing margins shrink. The root cause was not pricing. It was a warehouse operation designed for five stores, now servicing nearly three times that number.
We mapped every handoff from supplier receipt to shelf placement. Seventeen steps. We reduced it to nine, introduced batch picking, and renegotiated courier contracts. Margin recovered by 4.6 percentage points within two quarters.
"They did not bring a slide deck. They brought stopwatches and spreadsheets, then walked the warehouse floor for two days before suggesting anything."Operations director, home goods retailer
Case two: pricing architecture for a SaaS platform
A Cardiff-based SaaS company had one pricing tier. Every customer paid the same, regardless of usage. Churn was 6% monthly. The product was strong; the commercial model was not.
We designed a three-tier structure anchored to usage metrics that mattered to customers, not internal cost. Churn dropped to 2.4% within five months. Average contract value rose 31% because the mid-tier captured the bulk of new sign-ups at a higher price point.
"We were afraid of scaring people with higher prices. They showed us the data: customers who use the product heavily want to pay for premium support. We just had not offered it."Co-founder, SaaS platform
Case three: board readiness for private equity
A professional services firm wanted PE investment but had never operated with a formal board. No minutes, no committee structure, no non-executive directors. Due diligence would have stalled.
Over four months we installed governance frameworks, recruited two independent NEDs, and coached the founding team through their first six board meetings. The PE round closed at a 7.2x EBITDA multiple, above the sector median of 5.8x.
