Product commercialisation, new market entry and business infrastructure support for a pharmaceutical company
Outcomes
- Successfully supported product launch in 16 different markets
- Implemented Finance and HR systems in 14 countries with diverse regulations
- Enabled productivity and digital collaboration for ~6000 employees during COVID-19
- Supported post-acquisition integration, helping to unify systems across entities
- Rationalised and aligned key systems – ERP, LMS, Payroll, Workday
Curzon Approach
Structured delivery across three major workstreams
International Markets Support
- Rolled out Finance systems (O2C, AP, AR, ERP) in 14 countries
- Deployed HR systems in Workday (leave management, onboarding, job requisition)
- Project-managed launch of content libraries and LMS (Learning Management System)
Digital Workplace & Collaboration
- Led migration of data from SharePoint 2010, Box, and local servers to Office 365
- Provided strategy and project support for the Future of Work (FoW) programme
- Enabled tools for document collaboration and digital service support
Digital Support
- Delivered websites and digital architecture across regions
- Ensured compliance with legal/technical standards; managed external agencies
- Aligned technology stack post-merger through advisory and architectural support.
CASE STUDIES
Read some of the client problems we have solved!
Preparing a leading UK care home provider for a potential sale or lease-back arrangement
Outcomes
- Valuation uplift through buyer readiness and narrative control
- Reduced execution risk via proactive legal, operational and financial diligence
- Optionality preserved for post-deal role, brand legacy or future reinvestment
- Clean, credible data room ready for investment bankers
- Regulatory confidence with no surprises in diligence
Curzon Approach
- Facilitated strategy workshops to clarify transaction goals, role preferences, and value priorities
- Conducted operational and financial diagnostics to baseline performance and uncover margin upside
- Developed and initiated a value creation plan, including procurement and care process improvements
- Collaborated with legal partners to assess asset ownership, lease terms, and regulatory posture
- Created a robust digital data room with clean, validated documentation and Q&A prep
- Built investor marketing materials – Information Memorandum, management deck, and teaser
- Conducted due diligence and identified a prioritised list of PE, REIT, and strategic buyers aligned to mission and growth model
CASE STUDIES
Read some of the client problems we have solved!
Private patient growth strategy
Outcomes
- Identified triple-digit (£m) growth opportunities in private healthcare
- Opportunities identified did not require capital investments to capture
- Agreements with distribution channel partners to capture growth
- Detailed execution plan to capture private healthcare revenue growth
Background
Helping a UK leading imaging supplier to the NHS grow in the private healthcare segment via a distribution channel strategy, Curzon was tasked with identifying growth opportunities & preparing the client to grow
Curzon Approach
- Identified seven growth opportunities capable of driving a 50-60% increase in total revenue and enabling significant market expansion.
- Identified key growth factors for the client to succeed in private healthcare
- Polled and interviewed experts in private healthcare to evaluate client capabilities and reputation
- Identified gaps that required addressing before embarking on private patient growth via channel partnerships
- Developed a plan to close gaps and capture growth
- Identified private healthcare channel distributors to partner client
- Facilitated partnership meetings and agreements to ensure the client captures the growth
CASE STUDIES
Read some of the client problems we have solved!
Using strategic acquisitions to provide accessible, affordable healthcare for more UK residents
Outcomes
Market intelligence to deploy £100m for inorganic growth, advancing better healthcare for 10m UK customers
- Developed a replicable framework for assessing healthcare segments and potential targets, providing a structured approach for future acquisitions
- Identified and prioritised 3 key healthcare segments from an initial pool of 260 to support the client’s inorganic growth strategy
- Shortlisted 6 cash plans and PMI providers and Top 15 target healthcare organisations, estimated their enterprise values using reliable sources, and initiated engagement for potential acquisitions or investments
Curzon Approach
- Conducted analysis of cash plan competitors and small PMI suppliers to evaluate attractiveness for potential M&A
- Set up a clear assessment framework with defined criteria and KPIs – covering financial strength, growth potential, and strategic fit – to identify other attractive healthcare segments and M&A targets
- Identified UK healthcare segments with high growth potential, large customer engagement, and strategic alignment
- Performed sensitivity analyses on top-ranked segments to validate strategic attractiveness under varying market scenarios
- Identified, shortlisted, and initiated engagement with the top 15 organisations for potential mergers, acquisitions, or strategic investments
CASE STUDIES
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5-year strategic plan to uplift recurring revenue by 80% through organic growth within four years
Outcomes
Strategic Organic Growth Development & Implementation Planning
- Identified multiple growth pathways to reach 80% revenue growth within four years
- Developed a balanced framework of win strategies to drive incremental revenue and EBITDA growth
- Generated a 5-year strategic plan, go-to-market launch and implementation roadmap to capture the identified incremental income
Background
Curzon was tasked with developing a 5-year strategic plan for a leading distributor of medical consumables in the UK, who were faced with significant changes in the largest customer segment, leading to a material decline in client revenues and EBITDA fell below business case targets
Curzon Approach
- Sized the UK medical consumables by market segment (Private acute, NHS, Care homes)
- Created a vision for the organisation in collaboration with the client senior leadership team
- Shortlisted target segments to drive organic growth
- Developed win strategies, differentiated value propositions and business model options for each segment
- Identified approaches to extend treatment and care pathways into a patient’s home
- Developed a 5-year financial plan including revenue projections and investments required
- Developed a strategic sourcing business case leveraging GPO model
CASE STUDIES
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Scalable strategy for growth at a UK private hospital group to unlock self-pay revenue
Outcomes
Driving self-pay growth through a data-led go-to-market strategy
- Identified a £67m revenue opportunity by producing a detailed, location-specific market model
- Brokered a strategic partnership which alone is forecasted to generate up to £10m in additional self-pay revenue
- Reduced NHS wait times for elective procedures by redirecting PMI-ineligible patients to private care
Background
In response to rising NHS wait times and increasing demand for private care, a leading private hospital group set out to expand its self-pay offering, and sought a strategic partner to drive this growth and wanted to leverage Curzon’s expertise in healthcare strategy
Curzon Approach
- Built a granular, hospital-level revenue model which integrated NHS wait list data with socioeconomic and financial assessments
- Initiated a first-of-its kind smart distribution partnership between the hospital group and broker to covert PMI-declined leads into self-pay patients, creating a new scalable growth channel
- Identified and addressed pain points in the customer journey, including recommendations to improve pricing transparency, digital lead capture and broker confidence
- Proposed enhancements to the value proposition and operational improvements to boost lead conversion and brand perception
- Created a business case to recommend a strategic partnership
CASE STUDIES
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From one-size-fits-all to specialist rewards: Curzon builds a smarter fee structure for a private medical insurer
Outcomes
The UK’s first, data-driven, value-based reimbursement fee structure
- Crafted a should-cost model encompassing key factors: surgical time, variations based on specialism, surgeon expertise, clinical risk cost, and admin costs
- Delivered benchmarking insights showing client reimbursements compared to market averages, and specifically against another larger insurer
- Compiled a comprehensive report highlighting key findings, outlining urgent need for changes, and providing an initial should-cost model design
Background
Consultants complain about the client’s current reimbursement structure for surgeons and anaesthetists, citing rising practice costs and other unaddressed factors
- Current fee structures do not reflect specialism levels, patient complexities, or actual procedure lengths
- A “one-size-fits-all” approach fails to account for the varying time demands of different consultations
- We used an initial sample set of 20 pre-agreed CCSD codes as the basis for our investigations and interviews
Curzon Approach
Benchmarking Analysis
- Comparing the client’s reimbursements on a like-for-like basis across 4 major competitors for surgeons and anaesthetists
Should-Cost Model
- Consulted surgeons and anaesthetists through interviews and survey to understand their views on fees, and used thematic analysis to map key points of consensus and divergence
- Leveraged data on the number of surgeons in different UK specialisations, NHS bands, typical procedure time,, and private practice costs to develop should cost model
CASE STUDIES
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From Failing Site to Group Showcase: A Complete Operational Turnaround in Marine Engineering
Outcomes
The results were transformational. On-time delivery improved from 14% to 95% against customer promise. Inventory was reduced by over 45% through better demand management and production prioritisation. Factory revenues recovered by over 80% as a result of effective demand management and increased productivity. The workforce, previously demoralised and disengaged, emerged from the programme with a clear sense of purpose and ownership. The site went on to win a Group award for excellence and is now widely used to showcase manufacturing capability to customers and other divisions across the organisation.
Background
On-time delivery stood at just 14% against customer orders, a figure that had severely damaged the site’s relationships and reputation. Inventories were high but poorly managed, with materials frequently unavailable for the jobs that needed them most. There was no performance management system in place, no cross-functional planning process, and the Planning and Production functions operated in isolation from one another, a disconnection that drove late delivery and inflated costs in equal measure.
The management team lacked the capability and tools to drive improvement, and the workforce had become demoralised by years of dysfunction. The site faced a stark choice: transform or face an uncertain future.
Curzon Approach
Curzon’s approach was comprehensive and hands-on, working directly alongside the management team rather than from the outside, and involving the full leadership group in designing and owning the transformation from the outset.
A cross-functional planning process was implemented to create, for the first time, a coherent and shared view of demand, delivery priorities, and the factory’s real capacity to deliver against them. With that foundation in place, Curzon worked alongside management to establish control across Production, Purchasing, Planning, and Inventory Management, four functions that had previously operated without adequate coordination or accountability.
Lean capabilities were introduced on the shop floor, improving productivity while simultaneously building a culture of ownership among the workforce. Commercial management was strengthened to ensure revenues were being effectively captured and operational costs actively managed. Capital investment in facilities, already sanctioned, was aligned with the operational reorganisation to maximise its impact.
The transformation was designed to be owned by the site’s own people, not sustained by external support, and the results reflected that: a workforce that understood what was required of them, a management team with the tools and disciplines to maintain performance, and a site that had moved from an organisational liability to one of the group’s flagship operations.
CASE STUDIES
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Unlocking >£20M in Increased Gross Margin at a Major Health Insurer
The issue
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Shrinking customer base
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13 legacy books and numerous policy variants causing customer and staff confusion
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Operationally complex to manage – high cost to serve
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Existing proposition and pricing created trigger points for customer exit
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Customers not segmented by value
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No differentiated renewal or save strategies
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Not pricing for risk or maximised value retention
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Poor customer journey: passed from function to function, advisors not empowered
Solution
- Designed and executed a pricing, product and service migration of all policyholders to one new modular product
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- Developed new proposition which drove retention of high value customers and higher return from lower value customers
- Built in upgrade/downgrade ‘right-size’ choices to mitigate competitor switching
- Created pricing engine enabling all business to move to NCD-based policies and set renewal premiums to optimise gross margin
- Cut expected IT lead time to launch from 12 to 3 months
- Changed customer communications and management processes to de-risk customer disruption and loss
- Engaged Legal and regulator on ‘automatic renewal’ plans throughout
- Piloted the transition on 2 highest lapse-risk books to ensure error-free process and no adverse increase in lapse rates
The results
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Exceeded the £20Mpa gross margin improvement target
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Reduced customer loss by 25%
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Improved operating cost ratio from 30% to 16% with greatly improved IT flexibility
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Excellent customer and FSA feedback
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Successfully rolled out from personal to SME & Group schemes
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Leveraging effective negotiation to deliver up to 50% more value for a major international airport
The issue
- Frontline ‘negotiators’ not trained – Teams lacked clarity on effective, strategic negotiations
- Power balance leaning to suppliers – Although the airport had leverage, suppliers secured favourable contract terms
- Costs above benchmark – Costs were identifed as 20% to 40% above benchmark for critical success
Solution
- Benchmarking & Research
- Gained clarity on the as-is situation. Conducted supplier forum
- Build Strategy
- Tenders, direct negotiations, demand management
- Deliver Negotitations
- Reduced costs, and aligned supplier contracts with strategic goals
- Train Stakeholders
- Equipped them with best practices to ensure long-term value in contracts
- Operating Model Change
- Ensured cost savings are locked in the organisation for the long term
- Build Future Roadmap
- So the organisation can use the training and model to deliver further savings
The results
- Training and Development of Client Team
- Empowered the client team with strategic procurement and negotiation skills, resulting in more balanced contracts and enhanced decision-making capabilities
- Client – Supplier Power Dynamic Changed
- Rebalanced power dynamics, shifting leverage back to the client and achieving more favourable contract terms
- Cost Reductions Delivered
- Achieved over $7 million (AUD) in savings and improved negotiation outcomes by up to 50%