Product commercialisation, new market entry and business infrastructure support for a pharmaceutical company
Outcomes
- Successfully supported product launch in 16 different markets
- Implemented Finance and HR systems in 14 countries with diverse regulations
- Enabled productivity and digital collaboration for ~6000 employees during COVID-19
- Supported post-acquisition integration, helping to unify systems across entities
- Rationalised and aligned key systems – ERP, LMS, Payroll, Workday
Background
- Life sciences company transitioning from R&D to full commercialisation
- Required support to build a scalable business infrastructure across new European markets
- Needed alignment and readiness across Finance, HR, and Information Services (IS)
- Objective was to launch the first commercial product with robust operational and digital capabilities
- However, mid-project, the scope was expanded to include support for post-merger integration with another pharmaceutical company
Curzon Approach
Structured delivery across three major workstreams
International Markets Support
- Rolled out Finance systems (O2C, AP, AR, ERP) in 14 countries
- Deployed HR systems in Workday (leave management, onboarding, job requisition)
- Project-managed launch of content libraries and LMS (Learning Management System)
Digital Workplace & Collaboration
- Led migration of data from SharePoint 2010, Box, and local servers to Office 365
- Provided strategy and project support for the Future of Work (FoW) programme
- Enabled tools for document collaboration and digital service support
Digital Support
- Delivered websites and digital architecture across regions
- Ensured compliance with legal/technical standards; managed external agencies
- Aligned technology stack post-merger through advisory and architectural support.
CASE STUDIES
Read some of the client problems we have solved!
Preparing a Leading UK Care Home Provider for a Potential Sale or Lease-back Arrangement
Outcomes
- Valuation uplift through buyer readiness and narrative control
- Reduced execution risk via proactive legal, operational and financial diligence
- Optionality preserved for post-deal role, brand legacy or future reinvestment
- Clean, credible data room ready for investment bankers
- Regulatory confidence with no surprises in diligence
Background
- UK-based adult social care provider considering a partial or full exit, including REIT leaseback options
- Strong position with 50%+ EBITDA growth, estate upgrades, and digital investment
- Founder-led business aiming to maximise valuation while preserving legacy and optionality
- Market timing was critical given consolidation trends and high investor appetite for quality care assets
Curzon Approach
- Facilitated strategy workshops to clarify transaction goals, role preferences, and value priorities
- Conducted operational and financial diagnostics to baseline performance and uncover margin upside
- Developed and initiated a value creation plan, including procurement and care process improvements
- Collaborated with legal partners to assess asset ownership, lease terms, and regulatory posture
- Created a robust digital data room with clean, validated documentation and Q&A prep
- Built investor marketing materials – Information Memorandum, management deck, and teaser
- Conducted due diligence and identified a prioritised list of PE, REIT, and strategic buyers aligned to mission and growth model
CASE STUDIES
Read some of the client problems we have solved!
Private patient growth strategy
Outcomes
- Identified triple-digit (£m) growth opportunities in private healthcare
- Opportunities identified did not require capital investments to capture
- Agreements with distribution channel partners to capture growth
- Detailed execution plan to capture private healthcare revenue growth
Background
Helping a UK leading imaging supplier to the NHS grow in the private healthcare segment via a distribution channel strategy, Curzon was tasked with identifying growth opportunities & preparing the client to grow
Curzon Approach
- Identified seven growth opportunities capable of driving a 50-60% increase in total revenue and enabling significant market expansion.
- Identified key growth factors for the client to succeed in private healthcare
- Polled and interviewed experts in private healthcare to evaluate client capabilities and reputation
- Identified gaps that required addressing before embarking on private patient growth via channel partnerships
- Developed a plan to close gaps and capture growth
- Identified private healthcare channel distributors to partner client
- Facilitated partnership meetings and agreements to ensure the client captures the growth
CASE STUDIES
Read some of the client problems we have solved!
Using Strategic Acquisitions to Provide Accessible, Affordable Healthcare for More UK Residents
Outcomes
Market intelligence to deploy £100m for inorganic growth, advancing better healthcare for 10m UK customers
- Developed a replicable framework for assessing healthcare segments and potential targets, providing a structured approach for future acquisitions
- Identified and prioritised 3 key healthcare segments from an initial pool of 260 to support the client’s inorganic growth strategy
- Shortlisted 6 cash plans and PMI providers and Top 15 target healthcare organisations, estimated their enterprise values using reliable sources, and initiated engagement for potential acquisitions or investments
Background
Our client engaged Curzon to identify strategic acquisition targets within the cash plan and small-tier PMI markets, as well as broader healthcare segments, to deploy ~£100 million in liquidity reserves for inorganic growth
Curzon Approach
- Conducted analysis of cash plan competitors and small PMI suppliers to evaluate attractiveness for potential M&A
- Set up a clear assessment framework with defined criteria and KPIs – covering financial strength, growth potential, and strategic fit – to identify other attractive healthcare segments and M&A targets
- Identified UK healthcare segments with high growth potential, large customer engagement, and strategic alignment
- Performed sensitivity analyses on top-ranked segments to validate strategic attractiveness under varying market scenarios
- Identified, shortlisted, and initiated engagement with the top 15 organisations for potential mergers, acquisitions, or strategic investments
CASE STUDIES
Read some of the client problems we have solved!
5-year Strategic Plan to Uplift Recurring Revenue by 80%Through Organic Growth Within Four Years
Outcomes
Strategic Organic Growth Development & Implementation Planning
- Identified multiple growth pathways to reach 80% revenue growth within four years
- Developed a balanced framework of win strategies to drive incremental revenue and EBITDA growth
- Generated a 5-year strategic plan, go-to-market launch and implementation roadmap to capture the identified incremental income
Background
Curzon was tasked with developing a 5-year strategic plan for a leading distributor of medical consumables in the UK, who were faced with significant changes in the largest customer segment, leading to a material decline in client revenues and EBITDA fell below business case targets
Curzon Approach
- Sized the UK medical consumables by market segment (Private acute, NHS, Care homes)
- Created a vision for the organisation in collaboration with the client senior leadership team
- Shortlisted target segments to drive organic growth
- Developed win strategies, differentiated value propositions and business model options for each segment
- Identified approaches to extend treatment and care pathways into a patient’s home
- Developed a 5-year financial plan including revenue projections and investments required
- Developed a strategic sourcing business case leveraging GPO model
CASE STUDIES
Read some of the client problems we have solved!
Scalable Strategy for Growth at a UK Private Hospital Group to Unlock Self-Pay Revenue
Outcomes
Driving self-pay growth through a data-led go-to-market strategy
- Identified a £67m revenue opportunity by producing a detailed, location-specific market model
- Brokered a strategic partnership which alone is forecasted to generate up to £10m in additional self-pay revenue
- Reduced NHS wait times for elective procedures by redirecting PMI-ineligible patients to private care
Background
In response to rising NHS wait times and increasing demand for private care, a leading private hospital group set out to expand its self-pay offering, and sought a strategic partner to drive this growth and wanted to leverage Curzon’s expertise in healthcare strategy
Curzon Approach
- Built a granular, hospital-level revenue model which integrated NHS wait list data with socioeconomic and financial assessments
- Initiated a first-of-its kind smart distribution partnership between the hospital group and broker to covert PMI-declined leads into self-pay patients, creating a new scalable growth channel
- Identified and addressed pain points in the customer journey, including recommendations to improve pricing transparency, digital lead capture and broker confidence
- Proposed enhancements to the value proposition and operational improvements to boost lead conversion and brand perception
- Created a business case to recommend a strategic partnership
CASE STUDIES
Read some of the client problems we have solved!
From One-Size-Fits-All to Specialist Rewards: Curzon Builds a Smarter Fee Structure for a Private Medical Insurer
Outcomes
The UK’s first, data-driven, value-based reimbursement fee structure
- Crafted a should-cost model encompassing key factors: surgical time, variations based on specialism, surgeon expertise, clinical risk cost, and admin costs
- Delivered benchmarking insights showing client reimbursements compared to market averages, and specifically against another larger insurer
- Compiled a comprehensive report highlighting key findings, outlining urgent need for changes, and providing an initial should-cost model design
Background
Consultants complain about the client’s current reimbursement structure for surgeons and anaesthetists, citing rising practice costs and other unaddressed factors
- Current fee structures do not reflect specialism levels, patient complexities, or actual procedure lengths
- A “one-size-fits-all” approach fails to account for the varying time demands of different consultations
- We used an initial sample set of 20 pre-agreed CCSD codes as the basis for our investigations and interviews
Curzon Approach
Benchmarking Analysis
- Comparing the client’s reimbursements on a like-for-like basis across 4 major competitors for surgeons and anaesthetists
Should-Cost Model
- Consulted surgeons and anaesthetists through interviews and survey to understand their views on fees, and used thematic analysis to map key points of consensus and divergence
- Leveraged data on the number of surgeons in different UK specialisations, NHS bands, typical procedure time,, and private practice costs to develop should cost model