Commercial
Margin by customer and product, pricing yield, enquiry to order conversion, pipeline cover, revenue concentration and dependency.
How we work
Method, not mystique.
Our engagements follow a disciplined four-phase method grounded in Lean Six Sigma, statistical measurement and PRINCE2 delivery. Practitioners will recognise DMAIC beneath the surface: Define and Measure within Diagnose, Analyse within Design, Improve within Deliver, Control within Embed.
01Diagnose
Establish the facts.
We begin where the evidence is: your numbers, your processes and your people. Using process mapping, time and value analysis and statistical baselining, we identify precisely where performance is lost and what each loss is worth. Findings are presented plainly, with the data behind them.
- Operational and financial baseline, agreed with you before any design work
- End-to-end process maps of how work actually flows, not how the manual says it does
- Voice of customer and staff input, gathered confidentially
- A quantified register of waste, constraint and opportunity
02Design
Engineer the answer.
Diagnosis becomes a costed, sequenced roadmap: target processes, systems, structures and measures, each with the commercial case stated. We design to your constraints of cash, headcount and appetite, and we tell you what not to do as readily as what to do.
- Target operating design with clear owners and handoffs
- Prioritised roadmap sequenced by return and by dependency
- Business case for each workstream, with measures of success defined in advance
- Board-ready documentation, short enough to be read
03Deliver
Implement, senior-led.
We stay to do the work. Delivery is run with PRINCE2 discipline by the same senior consultants who designed it, working alongside your team: building the process, configuring the system, writing the procedure, training the people. Progress is visible weekly and measured against the baseline.
- Senior consultants on the ground, not a delegated delivery tier
- Structured programme governance with weekly reporting
- Standard operating procedures and process documentation as we go
- Interim operational leadership available where a gap must be held
04Embed
Make it stick.
Improvement that decays is expense, not investment. We close every engagement by embedding control: dashboards and measures your team owns, training delivered and assessed, and a continuous improvement rhythm that compounds the gains after we have gone.
- Control plans and exception reporting for every changed process
- Training and coaching for the people who will run it
- Statistical impact measurement against the original baseline
- A clean handover, with a standing invitation to hold us to the numbers
The data beneath the method
What we measure.
Baselines vary by engagement; the habit of building them does not. These are examples of the measures we establish before recommending anything, and report against afterwards.
Operational
End to end cycle times, touch time against elapsed time, first-time quality, rework and error rates, capacity against demand.
Financial
Cost per transaction, cost of poor quality, working capital cycle, overhead absorption and the cash effect of every proposed change.
People & adoption
Utilisation, training assessment outcomes, adoption of new systems and standard work, and rhythm adherence after handover.
Ways to engage
Three engagement models.
Diagnostic Review
A tightly scoped review of the whole business or a single function, its scope of works and days agreed in writing before we begin, concluding with the quantified findings and roadmap of phases one and two. Many clients begin here; some need nothing further.
Project Engagement
A defined transformation delivered end to end: a process rebuilt, a system implemented, a quality management system stood up, a growth plan executed. Scoped, priced and measured against agreed outcomes.
Retained Advisory
Ongoing senior counsel for owners and boards: a fixed number of days each month for performance review, decision support and challenge. The economics of a non-executive, with the toolkit of a consultancy.
Practicalities
Commonly asked.
Who will actually do the work?
Senior consultants, personally. We do not operate a junior delivery tier. Where a brief requires additional specialist capability we introduce vetted associates from our extended network, under our engagement and our quality standard.
Do you only work in London?
No. The firm is headquartered in London and engaged nationwide. We work on site wherever your business is, blended with remote delivery where that is more efficient for you.
How long does an engagement take?
A diagnostic review is typically measured in weeks; project engagements in months. We will give you a timetable before we start and report against it weekly. We do not stretch engagements, because our reputation depends on leaving.
How are fees structured?
We work to a transparent day rate. Every engagement begins with a written proposal setting out the exact scope of works, the deliverables and the days required, agreed in full by both parties before work starts. Anything beyond that scope, additions or change requests, is undertaken only with your prior agreement and charged on a time and materials basis. The result is an invoice that never contains a surprise.
Is there work you decline?
Yes. We decline engagements where we cannot add measurable value, and engagements where a conflict of interest exists or could be perceived. Saying no early is a courtesy; our reputation rests on only accepting work we can stand behind.
Speak to Dubnium
Begin with a conversation.
Every engagement starts the same way: a confidential, no-obligation discussion about where your business stands and where it ought to be.