Anonymised engagements, real outcomes.

• Agriculture & AgroTech · Operational Transformation

  Doubling effective capacity at a West African food processor in 18 months

  A leading West African grain processor with regional brand presence and ambitions to serve a regional retail expansion.

  Challenge

  Capacity was the binding constraint on the company's growth thesis. Throughput sat materially below nameplate, yields were inconsistent, and a planned capex programme would have absorbed scarce capital before the existing plant had been optimised.

  Approach

  • Diagnostic across throughput, yield, downtime, labour productivity and procurement
  • Joint prioritisation with the executive team — six initiatives selected from 20+ identified
  • Embedded operations support across two shifts for the implementation period
  • Daily and weekly performance routines installed and handed over to plant leadership

  Outcomes

  • 01Effective capacity nearly doubled within 18 months, deferring a major capex round
  • 02Yield improvement worth high-single-digit gross margin uplift, sustained year-on-year
  • 03Internal continuous-improvement function established and led by plant management
• Healthcare & Pharmaceutical · Corporate Governance & Board Advisory

  Building a board ready for institutional investors at a primary-care provider

  A founder-led primary-care platform operating across multiple urban corridors and preparing for institutional growth capital.

  Challenge

  The board reflected the company's start-up origins more than its institutional ambitions. Independent directors were absent, committee structures were informal, and prospective investors were raising governance concerns in early conversations.

  Approach

  • Governance diagnostic against investor-grade benchmarks
  • Board composition refresh — two independent directors identified, vetted, and onboarded
  • Audit and remuneration committee charters introduced; board calendar formalised
  • Chair coaching and management board-pack standards established

  Outcomes

  • 01Investor diligence converted at the next funding milestone with no governance flags
  • 02Independent oversight on financial controls credited with surfacing two material issues early
  • 03Board meeting time meaningfully shifted from operational reporting to strategic decisions
• Manufacturing & FMCG · Investment Readiness & Fundraising Advisory

  Restructuring a regional manufacturer for export-led growth

  A pan-African industrial manufacturer with a strong domestic franchise and an underexploited regional export opportunity.

  Challenge

  Domestic FX volatility and a stretched balance sheet were constraining the business's ability to invest in export capacity, despite confirmed demand from regional buyers and clear margin advantages on those orders.

  Approach

  • Capital structure review, including working-capital and supplier-finance optimisation
  • Refinancing strategy with sequenced lender conversations and indicative terms
  • Equity-story development to support a future minority growth investment
  • Governance and reporting refresh to investor-grade standards

  Outcomes

  • 01Refinancing closed within nine months, releasing meaningful capacity for export growth
  • 02Subsequent minority growth investment closed at a multiple aligned with the equity story
  • 03Group reporting cadence moved to monthly investor-grade packs with no incremental headcount
• Education · Corporate Strategy & Growth Architecture

  A regional growth strategy for a multi-campus education group

  A high-performing multi-campus K-12 education group with strong outcomes and a clear opportunity to expand across two additional cities.

  Challenge

  The board was weighing several expansion options — new campuses, partnerships, an EdTech complement, and curriculum licensing — without an underlying framework for sequencing or sizing the bets.

  Approach

  • Market and competitive diagnostics in target cities, including unit economic modelling
  • Three-horizon growth roadmap with quantified bets, dependencies, and exit triggers
  • Operating-model design for owned-and-operated vs. partnership expansion
  • Investor-ready growth story aligned to a planned future capital raise

  Outcomes

  • 01Two greenfield campuses launched on the sequencing and financial envelope from the strategy
  • 02EdTech complement deferred until core operating-model proof points were established
  • 03Subsequent growth round closed cleanly on the strategy and financial roadmap delivered

All cases above are anonymised in accordance with our client confidentiality obligations. Specific references can be provided under NDA where relevant to your engagement.