£15.6m in Six Months: Delivering Commercial Transformation Across Pricing, Sales and Market Entry
Outcomes
The six-month programme delivered £15.6m in sales and a 2% margin uplift, exceeding the revenue target by £700,000. A new pricing structure for decorated services was designed and implemented; dedicated lead generation roles were established and targeted marketing campaigns were launched to increase brand awareness. A new market entry strategy was defined and executed, giving the business a credible and commercially structured path into growth markets it had previously been unable to address effectively.
Background
The decorated services category represented a meaningful growth opportunity, but it had not been managed with the commercial rigour its potential warranted. Pricing was not structured to optimise either competitiveness or margin. Market visibility was limited, with no dedicated lead generation capability and no systematic approach to targeting new customers or segments. Seller engagement across the network was inconsistent, and there was no performance framework in place to identify where gaps existed or to hold the business accountable for closing them.
The strategic opportunity had been identified what was missing was the execution capability to realise it within a defined timeframe and against clear commercial targets
Curzon Approach
Curzon established a dedicated Programme Delivery Office to manage the commercial implementation end-to-end, bringing the governance, structure, and accountability that a fast-moving, multi-workstream delivery programme required. A six-month plan was designed across three workstreams, with proactive issue resolution built into the governance model from day one.
Before committing to full implementation, Curzon first verified the identified opportunities, stress-testing the revenue assumptions across pricing, sales, digital proposition, and customer experience to ensure the targets were credible and the sequencing was right. This verification step ensured the programme was built on solid commercial foundations rather than inherited assumptions.
A new pricing strategy was developed to improve both competitiveness and margin, replacing an unstructured approach with a framework that could be applied consistently across the decorated services portfolio. Performance visibility was transformed through a Power BI dashboard tracking daily, monthly, and annual performance metrics across the business, giving leadership real-time insight into progress against targets and the ability to intervene quickly where delivery was at risk.
Seller engagement was strengthened across the network through benchmarking that identified performance gaps and created the transparency needed to drive consistent commercial behaviour. Dedicated lead generation roles were established and targeted marketing campaigns launched, building the market presence and pipeline that the business needed to sustain growth beyond the programme itself.
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!
Powering Growth: building the Supply Chain Foundation for a National EV Charging Rollout
Outcomes
Curzon delivered a commercially viable, scalable supply chain solution ready to support the client’s geographical expansion, with top-ranked suppliers recommended and backup suppliers identified, all assessed through rigorous due diligence.
A comprehensive cost model enabled direct, like-for-like supplier pricing comparison.
Internal capabilities were mapped against what growth would require, and a deployment roadmap was developed to close the gap, giving the business the external supply chain and the internal infrastructure needed to scale with confidence.
Background
The ambition was clear, but the gap between aspiration and reality was significant. Within the Water sector, identified as a key target market, the business had little visibility of client needs beyond complex project delivery. There was no structured Consulting offer beyond design and engineering services, no articulated Technology proposition for the sector, and no dedicated capabilities in either Consulting or Technology to build from.
In short, the business had the engineering credibility and the strategic intent, but lacked the commercial infrastructure and customer insight needed to grow into the higher-value services it was targeting.
Curzon Approach
Curzon worked in close partnership with the client’s Water sector leadership and its wider Technology and Consulting organisation, bringing structure and external challenge to what needed to be an internally owned transformation. The centrepiece of our approach was a series of Executive Workshops, designed and facilitated by Curzon, that brought together key stakeholders to build alignment, surface best practices, and mobilise action.
The workshops were carefully sequenced to address the foundational building blocks of the growth ambition: developing a genuine understanding of Water sector client needs; taking stock of the group’s existing capabilities; shaping compelling Consulting and Technology value propositions; and constructing a credible marketing and sales narrative.
Rather than delivering a strategy and stepping back, Curzon focused on ensuring the organisation had the roadmap, the governance, and the momentum to carry the transformation forward itself, with internal delivery responsibilities clearly defined from day one.
CASE STUDIES
Read some of the client problems we have solved!
Business Transformation to Drive Growth at Engineering Solutions Provider
Outcomes
The engagement produced an agreed transformation roadmap covering key initiatives across Key Account Management, proposition development, and capability building — with clear internal ownership and delivery accountability established from the outset. A dedicated internal transformation office was put in place to drive the programme forward, grounded in a deep understanding of customer needs and supported by a maturing operating model. The organisation emerged from the process energised and aligned — with a shared understanding of the challenge ahead and a genuine willingness to act.
Background
The ambition was clear, but the gap between aspiration and reality was significant. Within the Water sector — identified as a key target market — the business had little visibility of client needs beyond complex project delivery. There was no structured Consulting offer beyond design and engineering services, no articulated Technology proposition for the sector, and no dedicated capabilities in either Consulting or Technology to build from.
In short, the business had the engineering credibility and the strategic intent, but lacked the commercial infrastructure and customer insight needed to grow into the higher-value services it was targeting.
Curzon Approach
Curzon worked in close partnership with the client’s Water sector leadership and its wider Technology and Consulting organisation — bringing structure and external challenge to what needed to be an internally owned transformation. The centrepiece of our approach was a series of Executive Workshops, designed and facilitated by Curzon, that brought together key stakeholders to build alignment, surface best practices, and mobilise action.
The workshops were carefully sequenced to address the foundational building blocks of the growth ambition: developing a genuine understanding of Water sector client needs; taking stock of the group’s existing capabilities; shaping compelling Consulting and Technology value propositions; and constructing a credible marketing and sales narrative.
Rather than delivering a strategy and stepping back, Curzon focused on ensuring the organisation had the roadmap, the governance, and the momentum to carry the transformation forward itself — with internal delivery responsibilities clearly defined from day one.
CASE STUDIES
Read some of the client problems we have solved!
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 the client’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!
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