Month: October 2025

Thematic Analysis​

• Conducted over 20 interviews with IT and senior leadership across the UK and Spain. Applied Thematic Analysis using ChatGPT to highlight recurring issues, consensus points, and regional variations in IT challenges.​

TOM – Systems Assessment and Rationalisation​

• Reviewed GC’s IT stack to map dependencies and identify inefficiencies. Analysed 166 systems for overlaps, redundancies, and rationalisation opportunities.​

TOM – People and Resource Alignment​

• Analysed current IT org structure through documentation reviews and interviews. Identified gaps in critical areas – specifically, cybersecurity, business intelligence, and integrations teams.

TOM – Governance and Workflow Assessment​

• Assessed existing IT governance and project management practices using client documents and interviews. Evaluated IT org using a new framework and scorecard we designed specifically for this project.

• Quantified UK market size for priority health conditions based on population and disease prevalence​
• Performed deep dive market sizing for all 32 London boroughs, applied income distribution and wealth data to identify ‘target’ demographics and postcodes​
• Performed competitor analysis to determine market gap (London vs. non-London)​
• Conducted service gap and capacity assessment to determine realistic expectations for growth​
• Created a business case to capture growth and crafted a 5-year business plan including financial projections​

“Three Lenses” Approach to Initial Categorisation​

• We filtered all identified opportunities through one of 3 lenses – De-Risk In-Flight, Stretch/Accelerate Existing, and New Opportunities – to separate what client is already doing, from what will add value long-term

“What and Why” to Identify Opportunity Areas​

• For each of 33 opportunities, we provided a clear explanation of why each mattered, potential payoff, and likely timing of payoff, in the Interim Report (Week 5 of 8)

Refinement into Implementation Waves – “How and When”​

• We force-ranked each opportunity based on Level of Benefit (both in-year and annualised) and Ease of Implementation, to classify each one into 3 waves, which sifted the set into a credible and manageable subset of high-impact options. We validated the opportunity set against existing planned initiatives. ​

Defining the Business Case and Options​

• Working closely with our client-side SMEs, we then defined and classified the investment costs (Capex/Opex) required to deliver each opportunity, and crafted the 3-year business case and evolution of benefits over time, for the Final Report​

Defined, recommended and agreed critical changes to the operating model and organisation:​

• 50% increase in Sales Rep time by taking away patient training/post-sales servicing activities​
• Reps selling time re-prioritised based on relative account value and potential, to maximise new pump sales growth​
• New therapy education, trial and selling processes to raise pump prescribing rates by individual medics and clinics​
• Re-set responsibilities at Sales Director/Manager/Rep/ Trainer level to remove overlaps, improve bid management, and coordinate contact across a complex buyer network​
• Rationalise the sales force into 8 macro-territories, to align resources with the distribution of market demand and potential​
• New volume-based sales incentivisation model backed with a revised KPI set and pipeline/conversion tracking process to ensure reliable performance measurement​

• Performed detailed spend analysis, contracts review and price benchmarking​
• Identified opportunities and developed a comprehensive sourcing strategy to implement the recommendations​
• Performed a comprehensive tender exercise with parallel import and compounding suppliers, negotiated terms while ensuring risk management and compliance to all MHRA regulations​
• Conducted a series of idea generation workshops to identify and assess enhanced value propositions​
• Secured fixed price terms with key partners, ensuring continuity of supply and better supplier relationships​

• Conducted comprehensive quantitative and qualitative research to understand market dynamics, competitive positioning, pricing and regulatory environments across 13 European markets​
• Developed a structured prioritisation framework to score and rank these potential markets to identify priority markets​
• Conducted a thorough secondary research and engaged subject matter experts to understand and synthesise optimal go-to-market routes​
• Delivered tailored recommendations for each priority market, outlining key entry approaches, competitive pricing, strategic partnerships, and potential acquisition targets​
• Created a tailored marketing and comms plan for each of the prioritised markets to drive engagement and commercial success​

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.​

• 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​