An independent view of cost and performance, built on evidence.

The pattern

The problem is usually already visible in the company's own numbers. Unit costs creeping above plan, contractor spend growing faster than volumes, a maintenance budget somehow both over-spent and under-delivering. The data exists. The time and independence to chase it down usually doesn't.

So the patches accumulate. Each one defensible on its own. Together, they compound into a cost base nobody designed and nobody fully understands.

The work

A hypothesis-led review across cost and performance:

• External spend review: vendor concentration, category strategies, and where the long tail is leaking value
• Contractor performance and commercial-model analysis: paying for outcomes versus paying for hours
• Operating model and overhead review: spans, layers and the work that shouldn't exist
• Operational performance review: production, productivity and margin drivers, tested against plan and against the asset's potential
• Maintenance and capital cost diagnostics, tested against what the assets actually require
• A sequenced savings case with owners, numbers and the controls that make reductions stick

The outcome

• A board-ready savings case management can defend, and deliver in the operation
• Clear separation of structural fixes from one-off harvest, so the result survives the next cycle
• Governance that stops the cost base regrowing the moment attention moves on

When to engage

Before the cost problem becomes a covenant problem. A business already explaining variances to the board every month will typically recover the cost of the review in the first structural finding.