Industries

Different sectors. The same blind spots.

The technology varies. What does not vary is how spend accumulates, how process debt hides inside headcount, and how rarely anyone independent gets to look.

Where we work

Six sectors we know well.

We are not sector specialists in the sense of only working in one. We are specialists in finding the same categories of waste wherever they hide — and we know where each of these sectors tends to hide them.

Private equity & family offices

Diligence on a deal clock, then value creation on the other side.

We work as the technology and AI workstream in diligence, then carry the findings into the first hundred days so the plan does not restart from zero after close.

What we typically find

  • AI capability that turns out to be a vendor API and two contractors
  • Licence true-up exposure that surfaces after the first audit
  • Founder-era systems nobody has permission to change
  • Integration cost estimated from a slide instead of an inventory

Professional services

High headcount cost, high software sprawl, thin IT ownership.

Firms accumulate one tool per practice group and one login per project. The spend is rarely large per line and consistently large in aggregate — and the manual effort between systems is usually larger still.

What we typically find

  • Overlapping practice management, DMS and collaboration tools
  • Per-seat licences billed for departed staff
  • Time and billing data re-keyed between systems
  • Client data spread across storage nobody has inventoried

Manufacturing & distribution

Old systems doing critical work, and nobody left who wrote them.

ERP that has been customised for fifteen years, plant systems on unsupported platforms, and connectivity contracts signed when the second site opened. The risk is concentration; the savings are usually in contracts and duplication.

What we typically find

  • End-of-life systems still running production
  • Site-by-site connectivity contracts never consolidated
  • Manual reconciliation between ERP, WMS and finance
  • Key-person dependency on one integrator or one developer

Healthcare services

Compliance overhead that has grown faster than the operation.

Multi-site providers carry duplicated clinical and administrative systems from each acquisition, plus a security and compliance burden that scaled by addition rather than design.

What we typically find

  • Duplicate systems inherited through acquisition
  • Vendor contracts with inconsistent security terms
  • Backup and recovery never tested against a real scenario
  • Staff working around systems that slow clinical work

Logistics & field services

Spend that follows vehicles, devices and connectivity.

Telematics, mobile devices, connectivity plans and dispatch software are bought as the fleet grows and rarely reviewed as a portfolio. Utilisation data usually tells a different story than the invoice.

What we typically find

  • Mobile and data plans for devices no longer in service
  • Overlapping telematics and dispatch platforms
  • Paper or spreadsheet steps inside a digital workflow
  • Contracts auto-renewing on original volume assumptions

Financial & insurance services

Regulated, data-heavy, and now under pressure to have an AI answer.

The AI question arrives with governance strings attached. We assess where automation genuinely reduces cost, what the data and model risk position actually is, and what a regulator would expect to see.

What we typically find

  • AI pilots with no evaluation or rollback plan
  • Data residency and retention terms in vendor contracts
  • Model and vendor concentration risk
  • Reporting effort spent assembling rather than analysing data

Not on the list?

Sector familiarity helps us move faster, but the method does not depend on it. If your operation runs on contracts, systems and people, we can review it.

Ask about your sector