Work we can show you.

The challenge

A multi-site manufacturer had grown by acquisition and inherited five separate insurance programmes with overlapping cover, inconsistent limits and no consolidated loss record.

What we did

• Mapped exposures across every site, ranked by financial impact rather than premium spend.
• Consolidated loss history into a single, underwriter-ready submission.
• Redesigned limits and retentions against the group balance sheet, then took the programme to market twelve weeks before renewal.

The challenge

Rapid hiring had produced salaries set case by case. Managers could not explain pay differences and turnover in senior delivery roles was climbing.

What we did

• Levelled every role by scope, decision rights and required capability before attaching any numbers.
• Benchmarked against a documented comparator set of similar sector, size and geography.
• Published the banding structure internally with a written progression policy.

The challenge

A foundation's reserves were managed without a written policy. Committee decisions were reactive and reporting made fees and performance difficult to compare.

What we did

• Drafted an investment policy statement covering objectives, constraints, liquidity and review cadence.
• Rebuilt asset allocation around the grant-making schedule rather than market sentiment.
• Introduced quarterly, committee-ready reporting with all fees disclosed in one place.

The challenge

A fast-growing logistics operator faced rising fleet claims, driver turnover and idle cash on the balance sheet — three symptoms usually handled by three different advisers.

What we did

• Ran a combined review across insurance, workforce and treasury in a single engagement.
• Linked driver retention and training data to claims frequency to justify a risk improvement plan.
• Set a short-term liquidity policy for surplus cash tied to the operating cycle.