What our clients say about working with us, plus two detailed case studies showing the numbers behind the outcomes.
Client retention rate over three years
Engagements completed since 2019
Combined cost savings identified for clients
Average rating across all feedback forms
These are taken from post-engagement feedback forms. We have permission to publish them with names and titles.
"We asked ProConsult Executives to look at our warehouse operation because orders were shipping late three days a week. Their consultant spent two weeks on the floor with our pickers, redesigned the pick-path layout and retrained the team. Late shipments dropped to fewer than two per month. The whole project paid for itself in about six weeks."
"I had been running the company for nine years without a proper financial model. My accountant did the year-end, but nobody was looking forward. The Growth programme gave me a three-scenario model I now update every month. When I went to the bank for a £400k facility, the lending manager said it was the clearest proposal she had reviewed that quarter."
"Honest feedback: the diagnostic report told us things we didn't want to hear about our staffing costs. But every recommendation was backed by data from our own accounts, so we couldn't argue with it. We cut two redundant roles, promoted a warehouse supervisor to shift manager and saved roughly £74,000 a year. Would I hire them again? Already have."
"We brought ProConsult in to prepare our board for a private-equity conversation. They restructured our reporting pack, coached me on the narrative and sat in on the first two meetings with the PE firm. We closed the deal four months later at a valuation 15% above our own estimate."
Two recent engagements, summarised with the client's permission.
Pembroke Parts distributes automotive spares to 340 trade accounts across South Wales. When we arrived, the warehouse team was picking 420 orders a day but needed to hit 500 to support a new contract with a fleet-management company.
We time-studied every step from order receipt to dispatch label. The biggest bottleneck was a double-handling step: pickers placed items on a staging bench, then a second person packed them. By reorganising the racking so that packing materials sat at the end of each pick aisle, we eliminated the staging step entirely.
Within three weeks the team was shipping 488 orders a day. By week six, after a second round of layout tweaks and a new barcode-scan verification step that cut mispicks by 40%, they hit 510. The fleet contract went live on schedule.
Greenfield Kitchens designs and installs bespoke kitchens in mid-Wales. The founder, Sian Pritchard, needed working-capital finance to bridge the gap between ordering materials and receiving final payment from customers. Her bank had declined a previous application because the business plan lacked forward-looking financials.
We built a monthly cash-flow model covering 36 months, stress-tested it against three scenarios (base, downside with a 20% revenue drop, and upside with a second showroom opening) and wrote a narrative that linked each assumption to real order-book data.
The bank approved a £400,000 revolving credit facility at a rate 0.6 percentage points below the original quote. Sian told us the lending manager specifically praised the clarity of the three-scenario layout, which made the risk assessment straightforward.
Every engagement starts with a conversation. Tell us what you are dealing with and we will let you know whether we can help, usually within one working day.
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