Track record
Outcomes that move the dial.
Real-world programmes: the challenge, what we did and the measurable outcome, across industries and engagement types.
- 100+
- Programmes delivered
- 50+
- Clients advised
- 5
- Engagement types
- 15+
- Years independent
Legacy ERP Modernisation: Sage 200 Upgrade Across a 36-Store Retail Operation
M.I. Dicksons Ltd, a well-established North East retailer operating across 36 stores and employing 300 people, had accumulated significant technical debt around its Sage 200 ERP platform. The business had been running an ageing, heavily customised version of Sage 200 that had grown increasingly unstable, difficult to maintain, and disconnected from the wider technology stack. Customisations built up over many years had made upgrades prohibitively complex, creating a vicious cycle where the cost of change continued to grow while system reliability declined. Month-end financial processes were slow and error-prone, integration between Sage and the wider business systems was fragile, and the finance and operations teams lacked the real-time data visibility needed to make timely commercial decisions. The total cost of maintaining the legacy estate had become a material drag on the business, and the risk of a critical system failure across peak trading periods was a growing concern for the board.
PE-Backed Technology Carve-Out: Separating Webasto's EV Charging Business
Webasto, a global automotive supplier with €4.4bn turnover and over 15,700 employees, was divesting its electric vehicle (EV) charging business unit to a private equity acquirer. The divested entity required a complete technology separation from the parent business, a highly complex undertaking given deeply integrated SAP ECC6.0 systems, shared infrastructure across multiple countries, and interdependent application and data stacks built up over many years of shared operations. With no standalone IT capability and a compressed PE-driven timeline, the risk of operational disruption during separation was significant. A rigorous, structured approach to technology carve-out was essential to protect the business and satisfy the investment thesis.
AI Strategy and Implementation for Scale-Up SaaS Business
A rapidly growing B2B SaaS company had accumulated significant technical debt while scaling from 2M to 15M ARR. Their engineering team was spending 60% of capacity on maintenance rather than new product development.
Enterprise Digital Transformation: £50m Programme Delivery
A 12,000-employee UK retailer was operating on a patchwork of legacy systems accumulated over two decades of acquisitions. Their e-commerce platform could not scale to meet demand, and their technology spend had grown to 8% of revenue with diminishing returns.
Post-Acquisition Cyber Security Programme for PE-Backed Business
Following PE acquisition, a professional services firm with 800 employees required a comprehensive review of its cyber security posture. The due diligence process had identified material gaps in security controls and regulatory compliance.
Data Platform and AI Foundation for a UK Logistics Group
A UK logistics group operating a national fleet, multiple distribution centres and a growing parcel network had reached the limits of a fragmented analytics estate. Each business unit operated its own reporting, with three separate data warehouses, conflicting definitions of revenue and on-time performance, and AI initiatives launched in isolation by individual operational leaders. Board reporting was assembled through a manual end-of-month exercise that consumed significant finance and operations capacity, and the group had recently abandoned a generative AI pilot because the underlying data was insufficiently trusted. The new CEO had set a clear expectation: a single source of truth for operational and financial performance, a credible AI roadmap aligned to commercial priorities, and a measurable reduction in the cost of insight. There was no executive-level data ownership and no agreed data strategy at group level.
Programme Recovery: Rescuing a Stalled Core Banking Modernisation
A UK specialist lender had been running a multi-year core banking replacement programme that had quietly drifted past its second go-live date. The original integrator had delivered a partial build of a vendor-supplied lending platform, but defect counts were rising, performance testing kept failing, and the original business case had eroded as costs climbed past £18 million. The board faced an uncomfortable choice: write off the investment and restart, or attempt a structured recovery with new leadership. Internal stakeholders had lost confidence in the programme's reporting, the supplier relationship had become adversarial, and regulatory permission for the migration window was at risk of being withdrawn. There was no clear, evidenced view of how much work remained, what was genuinely defective versus untested, or whether the chosen platform could meet the firm's volume and resilience requirements.
Programme Assurance and Replan for a UK Energy Supplier's Smart Metering Rollout
A UK energy supplier was running a multi-year SMETS2 smart metering rollout across more than 1.6 million domestic meter points, with regulatory installation obligations under Ofgem's licence framework. The programme had fallen materially behind plan: field installation throughput was running below contracted capacity, billing and settlement defects had built up across the in-flight estate, and the executive committee was receiving conflicting reports from the field operations partner, the head office programme team and the data and billing function. With Ofgem reporting cycles approaching and the supplier's licence obligations under scrutiny, leadership needed an independent, evidenced view of where the programme genuinely stood, what was achievable in the remaining window, and which interventions would actually move the dial. The previous attempt to replan from within the programme had been overtaken by events within weeks of publication.
Independent Programme Assurance for a £120m Public Sector Digital Transformation
A central government department was midway through a £120 million digital transformation that consolidated four legacy case management systems into a single cloud-native platform serving more than 8,000 caseworkers and millions of citizens. Internal assurance, an integrator's own quality function and a separate Service Owner each held a different view of programme health. Ministerial scrutiny was rising as a major release approached and the department needed a single, independent, evidenced view of whether the programme was deliverable in the planned window without compromising live citizen services. Previous gateway reviews had surfaced concerns around data migration, accessibility compliance and operational readiness, but none had produced a clear, prioritised path to amber-green. The department also needed assurance that the supplier's commercials remained aligned with HM Treasury Green Book expectations.
Digital Transformation for an NHS Acute Trust: Replacing Paper-Based Outpatient Pathways
An English NHS acute trust serving a population of more than 600,000 was operating outpatient services on a mix of paper records, locally maintained spreadsheets and a constrained patient administration system. Referral-to-treatment performance was slipping against constitutional standards, did-not-attend rates were rising, and clinical and administrative staff were spending significant time on duplicate data entry rather than patient care. A previous attempt at digitising the outpatient pathway had been paused after limited engagement from clinical teams and concerns about clinical safety risk during transition. Trust leadership needed a digital transformation that genuinely engaged clinicians, demonstrably improved patient experience and was deliverable within the trust's capital and revenue envelope, with a clear evidence base to satisfy the Care Quality Commission and the trust board's clinical effectiveness committee.
Workforce Change Programme: Embedding a Manufacturing Execution System Across Five UK Sites
A UK precision manufacturer with five production sites and around 1,400 shop-floor employees was deploying a new Manufacturing Execution System (MES) integrated with its ERP. The technical build was on track, but a previous attempt at a similar rollout had been abandoned after operator pushback and significant productivity loss in the first weeks of operation. Trust in head-office programmes was low, shift patterns made traditional training approaches ineffective, and union representatives wanted clear evidence that the change would not erode pay-related performance metrics. The leadership team understood that a second failed rollout would not only sink the MES investment but materially damage industrial relations across the group. They needed a change programme that put operators at the centre, was credible to the unions and could demonstrate productivity neutrality from week one.
Omnichannel Replatforming for a £400m UK Fashion Retailer
A UK fashion retailer with revenues approaching £400 million was operating an ageing monolithic e-commerce platform alongside a legacy point-of-sale estate across more than 80 stores. Online conversion had plateaued, peak season trading was increasingly fragile, and the retailer's small engineering team was spending the majority of its capacity keeping the existing platform alive rather than building new capability. A failed peak the previous Black Friday weekend had highlighted both the scalability ceiling of the current architecture and the absence of a credible disaster recovery posture. The CEO and CFO needed a replatforming programme that materially improved trading performance and resilience without creating a multi-year, all-or-nothing migration risk, and that protected the trading calendar across the November and December peak.
Post-Merger Integration: Combining Two Professional Services Firms into a Single Operating Model
A private equity sponsor had completed the acquisition of two complementary professional services firms with combined revenues of approximately £85 million and 620 fee-earners across the UK. The deal thesis required £6.2 million of run-rate cost synergies and a unified go-to-market within 12 months of completion. Each firm operated on different practice management, time-and-billing, document management and finance platforms, with overlapping leadership, inconsistent client onboarding processes and no shared data taxonomy. Partner sentiment was sensitive, with retention of key fee-earners critical to the investment case. Previous attempts at light-touch integration in the sector had repeatedly destroyed value through delayed decisions, parallel cultures and prolonged technology indecision. The sponsor needed a deliberate, time-boxed integration that protected revenue, captured the planned synergies and produced a single operating model that could scale through further bolt-on acquisitions.
M&A Carve-Out: Separating an Industrial Services Division for Sale
A FTSE 250 industrial group had announced the planned divestment of its industrial services division, with an enterprise value in the order of £350 million and a target completion window of nine months. The division shared materially with the parent across IT systems, finance, HR, procurement, real estate and shared services, with no clear separation boundary defined at signing. The group's prior carve-out had over-run by six months and triggered material transitional services arrangements that had become difficult to exit. The board wanted a faster, cleaner separation that protected sale value, met the buyer's day-one operating requirements and avoided open-ended TSAs. The divisional management team needed to remain focused on trading performance throughout the carve-out, and the wider group could not afford disruption to its retained business as a side-effect of the separation.
Cloud and Resilience Transformation for a UK Composite Insurer
A UK composite insurer was operating critical policy administration and claims platforms on ageing on-premise infrastructure with several end-of-support components. Two recent operational incidents had attracted attention from the PRA's operational resilience supervisors, and the insurer's important business services had not yet been mapped to impact tolerances in line with PS21/3 expectations. The technology estate had grown organically over a decade of acquisitions, with overlapping platforms, undocumented integrations and a shrinking pool of engineers familiar with the legacy stack. The board had approved a multi-year cloud transformation but the previous attempt had stalled after twelve months with limited migration progress and rising hosting costs across both old and new estates. The CIO needed a credible, regulator-defensible plan that combined operational resilience uplift with cloud migration, sequenced to deliver risk reduction quickly rather than waiting for the end of a multi-year programme.
Operating Model Redesign and Change Programme for a Russell Group University
A Russell Group university with more than 30,000 students and 8,000 staff was facing sustained financial pressure: real-terms tuition fee erosion, rising staff and energy costs, and softening international recruitment in several priority markets. A board-approved financial sustainability plan called for £42 million of recurrent savings over three years, alongside a deliberate strategic shift towards a more research-intensive portfolio. Previous restructuring efforts had produced limited durable savings and significant cultural cost. Trade union relationships were sensitive, the academic community had limited confidence in central professional services, and the executive needed a programme that delivered the financial outcome without compromising research quality, the student experience or the institution's standing in the next REF cycle.
Client perspectives
What our clients say
“Intology's embedded approach meant our transformation actually landed. They didn't hand us a deck and leave - they were inside the programme with us for eight months, and when they stepped away our team was genuinely more capable.”
Director of Transformation
FTSE 100 Retailer
Business Transformation“We had a failing ERP programme and investor scrutiny arriving at the same time. Intology stabilised the position inside 30 days and gave us a recovery plan we could defend at board level. Independent advice with no agenda - exactly what we needed.”
Chief Operating Officer
PE-backed Manufacturer
Programme Recovery“The assurance review gave the audit committee something it hadn't had before - a view from someone with no stake in the outcome. The findings were uncomfortable in places, but exactly right. That independence is what makes the opinion worth having.”
Programme Sponsor
UK Public Sector
Programme Assurance