Unlocking $30m+ in Annual Value Through Operational Due Diligence and Performance Transformation
Outcomes
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Identified >$30m p.a. P&L improvement opportunity, underpinned by robust operational and commercial analysis
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Converted diagnostic insight into a clear, prioritised value creation plan focused on asset utilisation, service performance and sales effectiveness
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Designed a scalable implementation model, including in-country capability ‘hothouses’ to accelerate delivery and embed change
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Delivered a phased benefits realisation roadmap, linking operational initiatives directly to cash flow impact
Background
Despite its strong market position as a first-tier oilfield services provider, the business was underperforming relative to its potential.
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Asset capacity was constrained by low utilisation of critical equipment
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Operational execution gaps were resulting in service failures, contract penalties and lost work
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Inconsistent job preparation and planning were driving avoidable operational risk
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Sales effectiveness was limited, with insufficient customer engagement and capability gaps across the commercial function
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Functional silos were slowing response times and restricting the organisation’s ability to capitalise on market opportunities
Collectively, these factors were suppressing earnings, eroding competitiveness and limiting the company’s ability to scale.
Curzon Approach
Curzon led a focused operational due diligence to quantify earnings upside and define a clear, executable value creation pathway.
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Sized the earnings opportunity through an initial top-down assessment to establish the scale of potential value and prioritise analysis
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Conducted targeted operational deep-dives across job planning, asset maintenance, service delivery and sales execution to identify structural performance gaps
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Evaluated management discipline and performance systems to understand barriers to consistency, utilisation and growth
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Built a robust bottom-up value case, grounded in operational evidence and market dynamics
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Designed a scalable implementation framework to optimise asset utilisation, strengthen service performance and embed management best practice across geographies
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Developed a phased financial model linking operational initiatives to P&L and cash flow impact
CASE STUDIES
Read some of the client problems we have solved!
From Market Entry to Measured Exit: Testing and Validating a Solar Aggregator Opportunity
Outcomes
The pilot successfully validated demand, operating economics and funding appetite, including securing in-principle agreement for an initial £50m investment.
Crucially, the testing phase also exposed structural sensitivities within the model. Armed with real-world data, the business made a disciplined decision not to deploy capital until risk-adjusted returns met its investment threshold, preserving capital and avoiding potential downside exposure.
Background
Government-backed feed-in tariffs had created a compelling entry point into solar. On paper, the returns were attractive and funding appetite was strong.
However, entering the market required building an entirely new operating model, spanning customer acquisition, installation, asset financing and long-term performance management. The economics depended on tight conversion rates, lender alignment and seamless supply chain coordination.
Before committing significant capital, the business needed to determine whether the opportunity was genuinely scalable, financeable and resilient to downside risk.
Curzon Approach
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Designed the end-to-end operating model, mapping the full solar value chain, from customer acquisition to installation and asset management and identifying the most scalable aggregator structure.
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Built and activated the supply chain, selecting and negotiating with installers, equipment providers, and delivery partners to establish competitive commercial terms.
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Executed a live market pilot, launching a three-month programme to test real customer demand, conversion economics, operational capability and financial viability.
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Structured the funding model, identifying and engaging capital partners to support asset financing and long-term balance sheet development.
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Developed a forward roadmap, positioning Solar PV as a platform for broader micro-generation and renewable energy expansion.