Most consultants hand over a strategy and leave. I build the costed options, take them through your executive members or senior management for sign-off, then stay and track every saving through to the point it has left the budget. And I don't leave empty-handed work behind: I build and hand over the models, templates and trackers your own team keeps using long after I have gone. Calm in the room, straight about the numbers, and with no stake in the internal politics.
Also engaged for executive business partnering, budgeting and forecasting, financial analysis and procurement evaluation. See what I do.
Currently taking enquiries for new engagements. I work with a small number of clients at a time, which is the method rather than a limitation. Start dates are agreed case by case.
Four areas. Some clients are under real cost pressure; others simply want the structure and the spend to work harder than they currently do. Whichever it is, the engagement leaves something behind: I build whichever financial models, templates and tracking tools the engagement needs, embed them with the team and hand them over — the tools are part of the fee, not an extra, and the organisation keeps and runs them itself.
Fixed fee
Every option costed against your own payroll, at person level. I lead internally — working with your own data and the business as it actually is to build out what the numbers genuinely mean for you — and bring in external benchmarking only when it adds something. Each option shows the headcount impact, what lands this year and the full-year run rate. Restructure costs are built in properly: I take your own redundancy policy from HR and model severance, notice and the full cost to achieve alongside the saving, so the executive sees the net position rather than the headline. Beyond the numbers, I set up the governance that makes the changes stick: working with HR to establish recruitment and restructure authority panels, the policies that sit behind them, and the tracking templates and target operating model structures that route every org-design decision through the right hurdles. These are built for the organisation and handed over.
The model is built to be handed over. Service areas can run their own drill-down and scenario modelling against it, so the analysis keeps working after I have gone.
Monthly retainer
The part most firms leave out. A lot of the savings I track originate in projects, so I follow the money the whole way through: project financials, cost allocations into the project and project spend, performance against plan, and then the benefits once the project has landed. Each approved saving is tracked to a budget line and an owner, work coverage is planned with the heads of service, and formal sign-off comes only when the money has genuinely left the budget rather than just forecast to.
Fixed monthly retainer
Business partnering for the executives directly, usually several at once, or heading up the partnering function itself. This is my specialism and has been for thirteen years. I use AI tooling heavily, which is why the analysis turns round faster than a conventional finance team can manage — and I will help your team adopt the same tools where it makes sense.
Fixed fee
Where a decision rests on a number, the number has to hold up. I build the analysis, document the assumptions and stand behind it when it is challenged, including in front of an executive panel. The same approach I take to people spend applies to third-party and contract spend: build the register, find the savings, and report against them.
Work is priced on the deliverable, not on days. I like to come in and do a focused piece of work for a set fixed fee — most sit between £5,000 and £50,000, from a single defined piece to a full end-to-end review that collates the data, builds and challenges the numbers and takes it through to a decision. My normal intent is to come in for a fixed project or scope of work to prove the concept and deliver, which then usually leads to an ongoing retainer on a fixed fee thereafter.
An external consultant arrives with a peer comparison and a theory about your structure. I arrive with your own data, and then go and ask the people who run the areas what it actually means.
It is their area, not mine. I bring the analysis and the options; they bring the context that stops a good-looking lever from being a bad decision.
Organisation design and wider savings is a technical exercise and a political one. Most of the difficulty is in the second part — cutting spend in one area can have consequences in another, from service standards to regulatory exposure such as fire safety, and the numbers have to be read with that in mind.
I have no history with your organisation, no allegiance to a directorate and nothing to protect. That means I can tell an executive their structure does not work, and say it in a way they can hear, because it is not coming from a rival function.
This work involves people's jobs, so it is handled quietly and properly. Sensitive material stays where it should, conversations with service leads stay private until there is something to share, and nothing reaches a board paper before the people in it have heard it from me.
Transparent feedback is the value. If the target cannot be delivered in-year, if a saving has been double counted, or if a favoured option does not stack up, you will hear it early and privately rather than in front of the board.
Two of these are live engagements. The work shown here is my focus over the last four years, but the method travels: across a career spanning manufacturing, retail, financial services, banking and consumer brands, the same approach to cost, structure and delivery holds in any industry. Client names and references available on request, and I am happy to talk any of them through in detail.
CURRENT · SOCIAL HOUSING, LONDON
Engaged as finance transformation consultant, with organisation redesign, savings and benefits tracking and the build of a business partnering function inside scope.
CURRENT · HOUSING GROUP, MERGER INTEGRATION
Engaged since 2024. Rebuilt the function and processes of the central services division through two back-to-back mergers, and business partner six executive directors.
FINANCIAL SERVICES · MAJOR PROCUREMENT
Built the financial strategy, worked the implementation and tracked the savings through to delivery. Around £70m a year of cost removed, cutting more than 30% of resource costs without reducing headcount.
BANKING · COST AND PROPERTY
Two consecutive contracts covering people and property finance, then senior cost analyst in the central cost function.
From three recent engagements. I am happy to arrange a direct conversation with any of them.
Alex was my finance business partner through a period of significant organisational change, and when I moved to a new organisation I recommended him to our chief executive and chief financial officer for our organisation design and financial strategy work. He has an unusual ability to explain financial information to people who do not work in finance, at any level, which is what makes him effective across the whole business rather than only within finance. He is also calm and discreet on the people side, which matters a great deal when the subject is jobs.
Fiona ReganInterim Chief People Officer, London housing association
Alex headed business partnering for our central functions through two consecutive mergers, and supported the integration team as the new structure took shape. Keeping a reliable financial picture while the organisation underneath it changes twice is harder than it sounds, and he did it without drama. Through a great deal of change and disruption he was steady, reliable and always available, and the financial reporting never slipped. His relaxed and personable approach counts for a lot during unsettled periods. Alex and I had worked together before, in a prior engagement where he delivered real results, so once I moved to another company I was keen to bring him in for some consultancy work — which has proven successful.
Anthony GlenholmeGroup Director of Financial Planning and Analysis, housing group
Alex led the finance workstream on the largest RFP in the organisation's history. He built the financial resource evaluation and the models behind it, and he stood behind those numbers when they were challenged at board level. He followed the project all the way through to delivery and implementation, and it went on to be recognised at the national awards. Alex is a pleasure to work with and someone I would readily recommend.
[NAME]CFO for Strategic Cost Management and Strategic Investment, UK building society
References from prior engagements available on request, including from executive and finance directors at organisations where the work involved restructuring.
I am a chartered certified accountant specialising in organisation redesign and the delivery of the savings that follow it. It is where most of my work sits, and it is the work I am most interested in.
It is not the only thing I do. Clients also bring me in to partner their executive team, to run a budget or forecasting cycle, to build a business case or a tracker, or to handle the financial evaluation on a major procurement. Any of those is a perfectly good reason to get in touch.
Before consultancy I spent five years as a finance director, which is why I tend to ask what happens to the work after a post has gone. Wrightway Consulting is deliberately small: I take a limited number of engagements at a time because the work depends on being genuinely embedded, in the room with the heads of service, rather than reviewing it from a distance.
My expertise is management accounting: analysis, modelling, planning and working with stakeholders outside the finance team. I do not take on tax, audit, statutory or financial accounting work — not just the year-end, but the wider statutory and financial-accounting function — and I am not the right person for a role that sits inside a finance team producing those. If that is the gap, someone else will serve you better.
Thirty minutes on a call is usually enough to work out whether there is a piece of work here and what shape it should take. No pitch and no obligation. If I am not the right person for it, I will tell you.
References from prior engagements available on request.