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.
CASE STUDIES
Read some of the client problems we have solved!
Violence Against Women and Girls - Podcast
GOOD STUFF CAN HAPPEN — WHEN WE LET IT
Good stuff is happening — even on the toughest issues. We just don’t always pause to notice it.
Violence Against Women and Girls (VAWG) is one of those challenges that can feel overwhelming. Complex. Entrenched. Too hard to shift. Too often, the response focuses on managing harm rather than preventing it.
But in Hertfordshire (and Bedfordshire), a different approach is proving that progress is possible.
The challenge
Traditional responses tend to separate victim support from perpetrator intervention. That misses a critical truth: you can’t sustainably protect victims without addressing the behaviours that cause harm in the first place. One-size-fits-all interventions don’t work — and neither does fragmented delivery across agencies.
The results
The Chrysalis Centre brought partners together — PCCs, local authorities, police, health, probation and specialist providers — around a single triage and intervention model. People are matched to the right support, based on risk, need and behaviour, not assumptions.
Independent evaluation shows just how powerful that is:
- 81% reduction in domestic abuse–related crime
- 58% reduction in overall crime across the cohort
- £22.6m annual benefit to society after three years
- For every £1 invested, £0.62–£1.26 returned, even under the most conservative assumptions
This is evidence-led prevention, delivering real-world impact — not just for victims, but for families, communities and public services.
The opportunity
Demand is growing. Interest is growing. And the principles behind Chrysalis extend far beyond one geography or one form of harm.
The evaluation is clear: this isn’t a policy gap. It’s a scaling challenge. Countries that have reduced VAWG have aligned national priorities and empowered local delivery. Chrysalis shows what happens when local teams are trusted, funded and supported to work together — with data, precision and shared accountability.
At Curzon, our role has been to help partners understand what really works — and why. The lesson is hopeful: with the right leadership, long-term funding and collaboration, prevention can be both humane and economically compelling.
Good stuff can happen.
The question is whether we choose to back it — and scale it.What do you think matters more: national direction or empowered local teams?
Click play to listen to the full story
IT Strategy & implementation roadmap
Outcomes
Curzon designed a powerful new Target Operating Model for the Europe-wide IT organisation for a leader in private oncology services, by closing resource gaps, identifying footprint rationalisation opportunities, and building a future-ready structure
- Developed an IT sourcing model with three options—fully in-house, hybrid, and fully outsourced—to balance cost, flexibility, and control
- Designed a new IT organisational structure to address resource gaps through key hires, role clarification, and reshoring field teams
- Established a pathway for improved governance by recommending a standalone PMO to ensure robust project oversight and drive strategic alignment
- Enhanced cybersecurity readiness outlined a plan to improve cybersecurity by addressing enforcement gaps, vulnerabilities, and resource shortages
- Created an IT systems architecture plan focused on application consolidation, centralised data warehousing, and operational efficiency to enhance data accessibility and integration
Curzon Approach
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.
CASE STUDIES
Read some of the client problems we have solved!
Private patient growth strategy for London NHS Trust
Outcomes
- £50m+ incremental private patient income growth per annum
- 5-year business plan and roadmap to capture opportunity
- Gap analysis and investment required to accelerate delivery
- Route-to-market market strategy to access new opportunities
Curzon Approach
- 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
CASE STUDIES
Read some of the client problems we have solved!
Operating expense efficiency & rationalisation
Outcomes
Curzon pinpointed over £20m of repeatable, annualised Opex reductions, against a cost base of £86m, across 4 areas within the UK PMI business, with 88% of benefits coming from FTE efficiencies
- Developed a credible, rigorous, well-sourced business case that provided a base case and “turbo-charged scenario” for the client to choose from
- Defined a clear timeline of change waves, based on a flexible menu of opportunities and options, for Phase 2 (Implementation)
- Highlighted potential automation opportunities across Member Operations, Quality Assurance, Complaints, and Onboarding (BSP and Consumer)
- Illustrated the art of the possible in terms of future-state Member Operations and QA/Complaints teams through targeted efficiencies and investments in new technologies
- Delivered a credible set of high-impact opportunities that significantly improve upon the client’s existing plans and pinpoint critical areas for collaboration across business verticals and divisions
Curzon Approach
“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
CASE STUDIES
Read some of the client problems we have solved!
Implemented a board-sponsored orthopaedic transformation programme for a leading UK hospital group
Outcomes
Implemented a board-sponsored Orthopaedic transformation programme for a leading UK hospital group
- Achieved 20%+ in annual cost savings through standardisation and supplier renegotiation
- Reduced Length of Stay (LoS) by 20-30% by standardising care pathways
- Improved profitability & win rates enabling stronger NHS, PMI and Self-Pay performance
- Enhanced clinical outcomes & patient experience
Background
Significant profitability variations across sites and Orthopaedic consultants resulted in sustained profit erosion, prompting the need for an operational and clinical standardisation programme
Curzon Consulting was engaged to identify cost-effective implants without compromising outcomes and lead the resulting transformation through change management
Curzon Approach
- Developed a robust patient profiling methodology to standardise length of stay and guide implant system selection
- Set outcome-driven implant standards using ODEP ratings (value-based healthcare) and developed a business case for 3D-printed, patient-specific knees for self-pay patients
- Established a Clinical Advisory Group and implemented dedicated training to align consultants on protocols
- Streamlined supplier base, renegotiated contracts based on redistributed volumes, and exited low-volume sites
- Deployed traffic light dashboards to monitor clinical, operational, and commercial KPIs, ensuring compliance and driving accountability
CASE STUDIES
Read some of the client problems we have solved!
Identifying the sales operating model & change to double revenue at medical device company
Outcomes
- Launch-ready pilots prepared with the client team in Italy, and taken forward by the local organisation
- Business case projection of doubled pump sales volume in the low case and tripled in the high case within 2 years of full implementation
- Recommendations transferable to other EMEA markets
Curzon Approach
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
CASE STUDIES
Read some of the client problems we have solved!
Implemented an innovative sourcing strategy for Systemic Anti-Cancer Therapy drugs, accelerating delivery of £2.4m in annualised savings
Outcomes
- Delivered £2.4m annualised savings and long-term value creation
- Facilitated development of strategic relationships with key partners
- Established a solid procurement foundation in pharmacy, aligning with the client’s future growth aspirations
Background
Our client sought to optimise the cost and efficiency in the procurement and delivery of Systemic Anti-Cancer Therapy Drugs as well as prepare for future growth.
Curzon was tasked to conduct procurement opportunity assessment and implement savings solutions.
Curzon Approach
- 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
CASE STUDIES
Read some of the client problems we have solved!
Breaking new ground: A strategic roadmap for growth in Europe for a mobile diagnostic imaging provider
Outcomes
- Equipped the provider with data-driven insights and a strategic roadmap to achieve its ambitious financial growth targets
- Identified the 5 most attractive European markets for growth, enabling them to focus resources effectively
- Delivered market-specific entry strategies in these countries, including partnership opportunities and acquisition targets, to accelerate business growth
Background
New PE ownership set ambitious growth targets of a 125% increase in revenue and a 300% increase in EBITDA within three years, for which it will be necessary to expand its presence into other European markets.
Curzon Consulting was engaged to assess and prioritise European markets attractive for the provision of mobile MRI, CT, and Cath Labs
Curzon Approach
- 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