REGAL 3 Consulting
When the business itself is what needs fixing.
Large companies buy this kind of advice as a matter of course. Owner-managed companies usually wait until the situation has already got past them.
Big enough that instinct no longer covers it. Small enough that there is no strategy department.
REGAL 3 Consulting works with owners of mid-market companies, on turnaround where performance has stalled and on growth where it has not. The business is underperforming, or it has plateaued, and you intend to keep it.
The assessment and planning processes this division sells were built for our own acquisitions, to decide quickly whether a business was worth buying. They were run against our own balance sheet before they were offered to anyone else.
How an engagement runs
- 01
Assessment
A structured review of the business: financial, operational, organisational and risk. It produces an objective report, and that report is useful even to owners we do not go on to work with.
- 02
Planning
A workshop sets the long-term objectives. Detailed planning then fixes what has to happen in the next quarter, with someone named against each of it.
- 03
Execution
We work the plan with the people already in the business, or place one of ours inside it, usually as an interim COO or CFO, until it is done.
What an engagement produces.
- Business assessment report
- Operational and organisational review
- Quarterly execution plan
- Interim management on site
Examples of work the service is designed to produce. They are not a record of completed REGAL 3 engagements.
Go deeper.
- Business turnaroundFor companies under financial and operational strain: an honest assessment in two weeks, a plan built on it, and people who stay to execute.
- Interim managementAn experienced CFO, COO or executive on site for a fixed term, accountable for a defined objective.
- Innovation validationInnovation Validation is the bridge from a promising idea to a business with proven customers: three validation steps, then a 16-week acceleration program.