Restructuring a £3.2M Consultancy for Scalable Growth
More Than 2K + Clients
Case Study
Restructuring a £3.2M Consultancy for Scalable Growth
- Client: B2B Tech Consultancy, London
- Revenue: £3.2M annually
- Service Pathway: X-Ray → Blueprint → Growth Engine
- Timeframe: 6 months
The Challenge
The client, a B2B tech consultancy, had grown rapidly through founder-led sales and large contracts with enterprise clients. Revenue was strong, but the business was completely dependent on the two co-founders, both of whom were juggling sales, delivery, hiring, and finance with no second layer of leadership.
They had a growing team of 15 but no documented SOPs, no consistent reporting, and no ownership structure within departments. Despite healthy revenue, their profit margins were under pressure due to poor project scoping, delivery inefficiencies, and team misalignment.
“Every time we tried to step back, fires started. We were scaling — but without control.”
The Process
We began with a comprehensive X-Ray, uncovering critical operational bottlenecks:
- 0% of client projects were delivered using a repeatable framework
- Weekly revenue varied by 40–60% due to unplanned workloads
- Department heads were unclear on targets, priorities, or authority
- There was no centralised data dashboard — just Slack messages and spreadsheets
The Blueprint was built around four primary objectives:
- Establish a functional leadership team
- Systematise project delivery and client communication
- Implement gross margin controls per project
- Introduce weekly reporting and accountability rhythms
We then delivered a 6-month Growth Engine, where our team acted as a fractional COO, embedding with their senior team to drive execution.
Key changes included:
- Installing an Operations Manager with full authority to manage delivery
- Creating standardised project templates and delivery benchmarks
- Implementing an Asana-based project management framework
- Holding weekly leadership huddles and monthly strategy reviews
- Moving all reporting to a live KPI dashboard (integrated with Xero and time-tracking tools)
By month six:
- The founders had reduced their operational input by 80%
- Gross margin per project increased from 41% to 56%
- The team operated with clear KPIs, ownership, and reporting lines
- A complete leadership handover plan was in place
- They became exit-ready for a future acquisition conversation
“It’s no exaggeration to say we now run like a grown-up company. We’re not just surviving large contracts — we’re scaling them.”