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!
Improving Commercial Performance of an International In-Service Support Contract
Outcomes
The programme delivered rapid, measurable improvements: supplier on-time, in-full (OTIF) performance increased to 85%, on a path to 95%, while demand aggregation pilots demonstrated price savings of 30%. Lead times were compressed from 150 to 117 days, with a clear roadmap to reach 50. Transactional costs were reduced by £1,250 per item, with significant further processing cost reductions identified. Critically, the business case for retaining the operation in-house was validated, reversing a previously recommended outsourcing decision.
Background
An existing supply chain improvement initiative had fallen significantly behind schedule, leaving the organisation exposed. The supply base was highly fragmented, with siloed operations and limited coordination across the network. A proliferation of suppliers had created significant cost inefficiencies, while weak controls over the SKU portfolio and poor system integrity undermined performance and visibility.
The tools and capabilities to deliver better outcomes existed within the business, but were not being effectively leveraged. Service levels were falling short of what the operation required, and the cost to serve remained unnecessarily high. With outsourcing under active consideration, the organisation needed clarity, fast, on whether the operation could be turned around.
Curzon Approach
Curzon began with a rapid but thorough diagnostic, reviewing performance data and engaging senior stakeholders internally and externally to establish a clear picture of where value was being lost. A key early output was an objective evaluation of the outsourcing question: our analysis concluded that retaining the service in-house was the stronger strategic option, directly challenging the prevailing internal recommendation.
With that decision reframed, we moved into a structured programme of performance improvement interventions. These targeted the root causes of underperformance across the supply chain: improving supplier OTIF through tighter schedule adherence and lead time compression; aggregating demand to unlock contractual price-breaks; rationalising the supplier base and renegotiating contracts; and reducing transactional volume and cost through order aggregation and automation.
We also designed a future-state operating model to lock in the gains achieved, ensuring the improvements were structural and sustainable, not just a one-off uplift.
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.
