Expertise
Most of our work starts with a question that is harder than it first appears: where to focus, how to enter a market, why adoption is falling short, what is holding back performance, or how to scale what works.
We bring together the market evidence, scientific or clinical context, customer behaviour, economics and operating realities needed to answer it. The examples below show how that translates into decisions and results.
Strategy and portfolio choices
When several options look attractive, the challenge is deciding which deserve time, capital and management attention.
We help leadership teams:
- compare markets, products and investment opportunities
- test the assumptions that could change the decision
- prioritise portfolios, screen acquisitions and allocate resources
The aim is to make the trade-offs clear enough to choose.
Selected work
Building a scalable care group through acquisitions in Asia
Case details
An investment team had a data-led way to screen veterinary clinics across Asia, but attractive numbers could hide owner dependence, fragile earnings, staffing risk or limited post-deal upside.
We added veterinary and operator judgement to assess which businesses were genuinely investable and what could realistically improve after acquisition. The review materially changed the ranking, narrowing more than 100 clinics to a small number for deeper diligence and helping shape the operating model behind the investment thesis.
- 100+
- Clinics mapped
- 2-4
- Advanced to deep diligence
- Target ranking materially changed
- After operator review
Market entry and commercial growth
Entering a new market is rarely about taking an existing playbook and changing the country name. Customer needs, professional habits, evidence expectations, pricing, channels and economics can change the launch entirely.
We help companies work out what can transfer, what needs to change and where to focus first, then test the offer, pricing, channels and partners before committing at scale. Where useful, we stay involved through launch and early adoption.
Selected work
Bringing a proven human medical technology into veterinary care
Case details
A European medical-technology company had a proven product in human care and saw a possible veterinary application. The science was promising, but the commercial questions remained: which use case mattered enough to change clinical practice, what evidence would specialists need, and what had to be adapted?
We narrowed the opportunity, separated what could transfer from human medicine from what required veterinary evidence, and tested the case with specialists across selected European markets. The work led to a positive go decision and a staged path into launch preparation and early market development.
- Positive go decision
- With a focused, staged entry plan
- Initial commercial orders
- During early market development
Launching a medical-skincare brand through aesthetic clinics in the Gulf
Case details
A medical-skincare brand had a model that showed promise in Asia, but it could not simply be transplanted into the Gulf. Local clinic workflows, physician recommendation, patient expectations and clinic economics changed what would work.
We narrowed the range to priority post-procedure uses, focused on the most relevant clinics and adapted the launch around local practice and economics. Product trials and direct activation led to paid orders and repeat purchases, while clinic feedback sharpened the model for wider rollout.
- Paid orders
- From early clinic adopters
- Repeat purchases
- Following initial product trials
Access, adoption and customer behaviour
Strong evidence and a large addressable market do not guarantee adoption. The constraint may sit in access, workflow, professional habits, the patient or customer journey, economics or evidence.
We help companies:
- identify where adoption is breaking down
- determine which barriers matter most
- focus teams on the changes most likely to improve uptake and outcomes
Where useful, we stay close to execution so progress is measured in adoption and outcomes, not simply activity.
Selected work
Rebuilding specialty-pharma growth by removing barriers to treatment
Case details
A specialty-pharma portfolio in a Gulf market had significant patient potential, but availability was not translating consistently into treatment. Different formularies, prescribing rules, patient flows and operating constraints meant apparently similar accounts had very different real growth potential.
We mapped where eligible patients were being lost, quantified the barriers that mattered economically and refocused resources on accounts where access and treatment could realistically improve. The work identified 10%+ potential growth and reset commercial priorities around the highest-value barriers.
- 10%+ potential growth
- Identified across the portfolio
- Commercial priorities reset
- Around the accounts and barriers with the highest unlockable value
Operating model and performance
When a business underperforms, slower growth may sit alongside staffing instability, unused capacity, inconsistent service or dependence on a few individuals.
The harder part is understanding how those issues interact, what is actually driving performance and what needs to change first. We turn that diagnosis into practical changes across people, capacity, workflows, customer experience and economics, without simply asking teams to do more.
Selected work
Turning around an underperforming veterinary care business within a larger group
Case details
A veterinary clinic within a larger care group was losing clients, revenue and organisational stability after an ownership transition. Owner dependence, staff turnover, unclear roles, underused capacity and inconsistent customer experience were reinforcing one another.
We mapped the client and patient journey alongside clinic workflow, then redesigned appointments, delegation, hand-offs, follow-up and preventive care so more capacity came from better flow, not simply asking the team to work harder. We also strengthened customer feedback and tied the changes together through a performance system linking experience, activity, workforce, capacity and economics.
Outcome
Revenue decline stopped in year one and growth returned in year two. New-client growth reached 30%, NPS improved 10 pp and EBITDA increased by approximately 20%.
- 30%
- Growth in new clients
- ~20%
- EBITDA growth
- +10 pp
- NPS improvement
Scale, integration and transformation
A model that works in one site can break when copied across a larger organisation. Standardising everything rarely works, but leaving every team to solve the problem independently does not scale.
We help organisations:
- decide what must be consistent and what can remain local
- turn successful pilots into repeatable models
- build local ownership, sequence rollout and adapt as evidence comes back from the field
This can apply to new sites, acquisitions or wider transformation.
Selected work
Unlocking growth by redesigning feline care and scaling it across a clinic group
Case details
Cats were a large and growing patient population, but stress, inconsistent handling and weak preventive-care engagement were reducing attendance and continuity of care.
We built and tested a new model in one clinic, redesigning the journey from preparation at home through consultation, discharge and follow-up. The rollout used common standards without forcing every clinic into the same solution, combining a central team with local champions, site assessments, training and short implementation cycles.
Outcome
Feline NPS improved 20 pp, feline share of clinical activity by 5 to 10 pp and preventive-care uptake by around 20%. Twenty clinics completed full rollout and around thirty more adopted selected elements.
- +20 pp
- Feline NPS improvement
- +5 to +10 pp
- Increase in feline share of clinical activity
- 20 + ~30 clinics
- Full rollout plus additional sites adopting selected elements
What we bring
Important business questions rarely fit one function. We move between scientific or clinical evidence, customer behaviour, commercial choices, operations and economics, and understand how they affect one another.
Our experience crosses sectors and markets. We use what transfers, challenge what does not, and adapt the answer to local realities.
Where deeper expertise is needed, we bring in trusted scientific, clinical, regulatory, financial, data or local-market specialists, while keeping the engagement coherent.
Get in touch
For project enquiries or to discuss a potential engagement, we’d be happy to hear from you.