The Risks are out there. As the business environment becomes faster-paced, and the requirement to keep delivering results becomes ever more intense, the most successful companies are increasingly showing the characteristics of having risks under control so that they are less affected by inevitable shock events.

More and more companies are investing in controlling their risks, and we pride ourselves on being at the forefront of Enterprise Wide Risk identification, analysis and solutions.

When we look at Product risk we analyse your markets, and what changes in the market place may look like to you. We have seen lots of examples where businesses have bet the market was going one way, only to find it went the other, or they wait too long and find their position irrecoverable.

Risks may be embedded in your Processes. Contamination or poor quality of your product may be at a much higher risk than you imagine. Risk is often introduced in the supply chain. We’ve seen producers spread their risk well, but then a key supplier (who is under cost pressure) undoes all the good work and completely centralizes risk in poorly managed facilities.

Contract and Commercial risk is one of the most under-examined areas we see. Businesses often blow it on their deal making. To get the revenues and win the deal they accept contractual liabilities which could sink them. And once accepted, we see them not being managed.

Our Financial risk practice looks at how the risks to the top and bottom line are controlled. Other functions such as internal audit take a look at expenses but we look at the strategy around how money is spent and where it’s spent in relation to the risk it controls. We look at how spending decisions are made, and the impact on the risk profile of the company.

There are some risks which have such a material impact that they just have to be dealt with. In the category of Catastrophe risk we typically see risks with a very small probability of occurring, and people often make the mistake of not dealing with them because they feel they can be ignored because the probability is so low. This is a mistake. As long as the probability of the risk occurring is non-zero then the debate is not over whether the risk will occur, the only issue up for debate is when.

Focussed Assignments.

As well as helping businesses control their risks we also undertake specialised assignments which can include:

  • Analyses on targets for clients considering acquisitions.

  • Acting for Lenders looking at providing debt capital to businesses by analysing the borrower’s ability to service the loan in shock scenarios.
  • Partnering with small and mid-size Insurance Brokers to provide a complimentary skillset to compete with the large multi-national brokers

Some risks that are thought to be unknown, are not unknown. With some foresight and critical thought, some risks that at first glance may seem unforeseen, can in fact be foreseen. Armed with the right set of tools, procedures, knowledge and insight, light can be shed on variables that lead to risk, allowing us to manage them.


There are two types of risk, the shock that brings pain out of the blue very quickly, and the shifting sands, which transpires slowly, but is often much, much worse.

Many businesses either aren't equipped to look at the ground beneath them, or what they see is too horrific to contemplate.


We get top ten risk reports at every meeting but number one is always people risk. Technology usually shows up somewhere. What does that mean, and what are we supposed to do about it?


The key to successful ERM practices depends on the behavioural attributes of the organization at all levels.


Always putting yourself in position to control your response to situations – not have them dictated to you by the choices/actions of others.



Because People risk is so important, we've created a separate practice for it. After all, every business (yes, even you, the Tech business) is a people business. Organisations are always a functioning aggregation of individual people.

Business Restructuring & Divestiture

Largely as a consequence of the 2008 Financial Crisis, our practice group has extensive experience of business restructuring and divestiture. This area of Human Capital practice is fraught with Legal and Reputational risk and has a deep impact on the individuals affected. We firmly believe that restructuring activities should minimise the disruption to the business. We take on board the support to the individuals affected so you can focus on your business transition.

Talent Review, Development and Acquisition

A significant element of growth and profitability is highly dependent on the skills, expertise and performance of your employees. We assess their capability, manage suitable interventions and in the event that outcome does not meet expectations we can assist with exit strategies and re-hiring through our search and recruitment function.

Human Capital Program Implementation

Effective project management of your company wide programs, or smaller, more targeted programs such as performance review, pay and reward reviews can mitigate the risk of excessive draw down on management time and significantly reduce consequential risk legal risk or indeed risk to retention and engagement. We have the expertise to make your these processes more efficient. We don't believe in the one size fits all employees approach.

Human Capital Policy Adoption & Implementation

All too often, we see poor policy setting, adoption and implementation leading to unnecessary risks which can extend to legal, performance and even reputational risk. We have set, written, rolled out and implemented policy which is focused on driving the culture and performance of your business.


Today's digital economy offers companies an opportunity to accelerate the time it takes a customer to pay you‬‭ (B2B). A superior solution reduces costs within finance departments, and ‬‭increase productivity - but few companies truly understand how to get the best use of this new ‬‭payment technology. Many find the whole process confusing and time consuming.‬

Why Payments Are Important: Cost Savings = Better Cash Flow‬‭ & Margin Improvement

By deploying our expertise we can ‬‭help deliver 20-30% cost savings on your current B2B procure-to-pay processes over the medium ‬‭to long term. But the immediate effect is better cash flow and cash management for your business. ‬‭

In the field of retail payments we can help reduce the amount of fees you pay to your merchant acquirer to increase your margins and‬‭ reduce your risk of fraud.

Taking The Risk Out of Payments

Our practice focuses on how to select the right suite of electronic payable systems for both the online and bricks and mortar worlds.
For organisations focused on retail ‬‭payments we analyse the available payment options (traditional credit/debit, direct debit, ‬‭contactless cards, virtual payments) to find which payment acceptance system that offers the best ‬‭value based on your company's needs. We determine the payment option which is the safest and most‬‭ secure minimising the risks of offline and online fraud and non payment.

Reputational Risk

The sad fact is that most companies manage reputational risk only AFTER a major event - which is far too late. Soon after the so- called "experts" will wade in with a brand recovery plan that will hopefully manage the company out of the negative publicity blackhole that was created. This may or may not work, either way your company will end up paying huge fees just for a recovery communication plan.

We Think Differently About PR Risks

We pro-actively work with companies to help companies avoid PR disasters BEFORE THEY HAPPEN. This involves a full review of all your current processes and then provide recommendations that will enable your staff to make the right decisions at the right time for your customers, for your brand and for the CEO.

Sense and deal with problems in their smallest state, before they grow bigger and become fatal.

- PEARL ZHU, Digitizing Boardroom: The Multifaceted Aspects of Digital Ready Boards

Risk management is about people and processes and not about models and technology.


Human beings, who are almost unique in having the ability to learn from the experience of others, are also remarkable for their apparent disinclination to do so.


By definition, risk-takers often fail. So do morons. In practice it's difficult to sort them out.

- SCOTT ADAMS​​​​​​​