— 01 / consulting Strategy
consulting that survives operations.
Operating-model design, regulatory gap analysis, growth strategy — by people who run real back-offices. We don't sell transformation. We move your operating reality ten degrees forward, prove it, and keep moving.
we think in operating reality — not slideware.
Strategy that doesn't survive contact with operations is just an opinion. Ours starts where the work happens — and ends with a plan you can actually run on Monday.
Most consulting firms ship a deck and disappear before the first cutover. We do the opposite: every engagement is staffed by operators who've already built the systems we're recommending. The people writing the strategy are the people you'll see again at deployment.
We're regulator-aware by default. NCG 507, UAF, SBS, MiFID II — these aren't appendices in our reports. They're the constraints we design around from week one.
Five disciplines — five operator habits we won't compromise on.
- — 01
Operator-first thinking
Top-tier strategy validated against the actual workflow. Every slide answers a Monday-morning question.
- — 02
Regulator-aware default
NCG 507, UAF N°62, SBS, MiFID II built into the recommendation, not added as a footnote.
- — 03
Outcome-priced
Engagements scoped to a deliverable and a date, not a roster of consultants.
- — 04
Tied to delivery
We also build and operate. Strategy with skin in the game — we'll see this through to production.
- — 05
Editorial clarity
Crisp documents. Specific decisions. No 80-page flourishes when 12 will do.
Five sprint formats — scoped to outcome, not headcount.
Each engagement is fixed in scope and duration. Day-rate creep is what makes consulting feel extractive — we price the outcome, not the hours.
- ENG 01— operating model sprint
Operating Model Sprint
Map the current operation, identify the bottleneck, design the future-state op model. Output: a 20-page operating model + 90-day cutover plan.Outputs- Current-state operating diagram
- Future-state model
- 90-day cutover plan
- Cost-to-serve baseline
- ENG 02— regulatory gap
Regulatory Gap Analysis
Map your stack against NCG 507, UAF, SBS or MiFID II. Output: a heat-map of gaps, a remediation backlog, and a fixed-bid plan to close the highest-risk items.Outputs- Compliance heat-map
- Prioritised remediation backlog
- Fixed-bid closure plan
- Audit-ready evidence pack
- ENG 03— growth & market entry
Growth & Market Entry
Build the go-to-market for a new market, segment or product. Sized for AGFs, family offices and mid-market managers expanding within LatAm or into Europe.Outputs- Market sizing + ICP
- Pricing & packaging
- 12-month commercial roadmap
- Hiring plan
- ENG 04— M&A diligence
M&A / Carve-out Diligence
Operational and technology diligence on inbound or outbound transactions. We focus on the things bankers can't model — system overlap, regulatory inheritance, data migration cost.Outputs- Tech & operations DD report
- Day-1 separation plan
- Synergy model
- Risk register
- ENG 05— board strategy
Board-level Strategy
A board memo, not a deck. We work directly with founders and CIOs on a single high-stakes decision — buy/build, platform consolidation, regulatory bet.Outputs- Board memo (8 pages)
- Decision matrix
- Reference-call dossier
In production.
NCG 507 readiness in 12 weeks. From audit risk to closed gaps before the regulatory window.
We mapped the entire compliance stack against NCG 507, prioritised 24 gaps by audit risk, and ran a fixed-bid remediation across two custodians and three internal systems. Closed all P1 gaps before the regulatory submission window. The board memo summarising the engagement was 9 pages.