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!
UK’s Leading Management Consultants 2026
FT UK’s Leading Management Consultants 2026
We are delighted to have been recognised in the 9th annual edition of the Financial Times UK’s Leading Management Consultants 2026 Special Report — and once again ranked in the Top 20.
Recommended across 11 categories, the annual rating — compiled with data company Statista — is based on endorsements by clients and peers.
For an independent consultancy, a Top 20 overall ranking alongside recognition across both sector expertise and consulting services reflects our continued commitment to clients across the UK.
Consulting companies are awarded Bronze (recommended), Silver (frequently recommended) or Gold (very frequently recommended).
Sectoral Expertise
- Construction & Infrastructure – Bronze
- Energy, Utilities & Environment – Bronze
- Financial Institutions & Services – Bronze
- Healthcare & Life Sciences – Silver
- Public & Social Sector – Bronze
- Travel, Transportation & Logistics – Bronze
Consulting Services
- Digital Transformation – Bronze
- Innovation, Growth & New Business Models – Bronze
- Operations & Supply Chain – Silver
- Strategy – Bronze
- Sustainability – Bronze
Managing Partner Andrew Morgan said
Being ranked in the Top 20 and recognised across 11 categories in the FT’s UK Leading Management Consultants report is something the whole firm can be proud of. As an independent consultancy, it’s a genuine reflection of the quality of relationships our teams build with clients every day, and the dedication they bring to every engagement. I’m enormously grateful to everyone across the business — their talent, care, and hard work are what make recognition like this possible.
