Harbour Foods+5.8 pts gross marginConsumer goods · Pricing & RevenueRead the case →Fulcrum
Weighing00/06
Strategy consultants · London
Fulcrum is a business and management consulting firm. We find the one decision that moves your numbers, then help you make it.
On the table
Strategy consultants · London
Fulcrum is a business and management consulting firm. We find the one decision that moves your numbers, then help you make it.
On the table
Strategy consultants · London
Fulcrum is a business and management consulting firm. We find the one decision that moves your numbers, then help you make it.
On the table
Engagements since 2014
0engagements0sectors
Engagements since 2014
0engagements0sectors
Engagements since 2014
0engagements0sectors
The thesis
Most strategies fail for a simple reason: they ask an organisation to change everything at once. We look for the one decision that, made well, moves every number after it.
That decision is rarely the obvious one. It sits where the numbers are most sensitive: a price ladder, a bottleneck, a segment nobody has said no to. Finding it is the work.
Then we make it happen with your team, not around them, in weeks rather than quarters. One memo, one plan, one number the board can hold us to.
The thesis
Most strategies fail for a simple reason: they ask an organisation to change everything at once. We look for the one decision that, made well, moves every number after it.
That decision is rarely the obvious one. It sits where the numbers are most sensitive: a price ladder, a bottleneck, a segment nobody has said no to. Finding it is the work.
Then we make it happen with your team, not around them, in weeks rather than quarters. One memo, one plan, one number the board can hold us to.
The thesis
Most strategies fail for a simple reason: they ask an organisation to change everything at once. We look for the one decision that, made well, moves every number after it.
That decision is rarely the obvious one. It sits where the numbers are most sensitive: a price ladder, a bottleneck, a segment nobody has said no to. Finding it is the work.
Then we make it happen with your team, not around them, in weeks rather than quarters. One memo, one plan, one number the board can hold us to.
Practices
Every engagement starts with the same question: where is the decision that moves the numbers? Each practice is a different place to look for it.
Price architecture, packaging and discount discipline that lifts margin without losing volume.
Throughput, cost-to-serve and the handful of bottlenecks that decide both.
Segments, channels and a sales motion that matches how your buyers actually buy.
Where to play, how to win, and what to stop doing.
Structures, roles and incentives that make the strategy executable.
A programme office that keeps a multi-year change on time and on the numbers.
Practices
Every engagement starts with the same question: where is the decision that moves the numbers? Each practice is a different place to look for it.
Price architecture, packaging and discount discipline that lifts margin without losing volume.
Throughput, cost-to-serve and the handful of bottlenecks that decide both.
Segments, channels and a sales motion that matches how your buyers actually buy.
Where to play, how to win, and what to stop doing.
Structures, roles and incentives that make the strategy executable.
A programme office that keeps a multi-year change on time and on the numbers.
Practices
Every engagement starts with the same question: where is the decision that moves the numbers? Each practice is a different place to look for it.
Price architecture, packaging and discount discipline that lifts margin without losing volume.
Throughput, cost-to-serve and the handful of bottlenecks that decide both.
Segments, channels and a sales motion that matches how your buyers actually buy.
Where to play, how to win, and what to stop doing.
Structures, roles and incentives that make the strategy executable.
A programme office that keeps a multi-year change on time and on the numbers.
Case studies
Five engagements, five measured results. Each one started with a diagnostic and ended with a number the board could read.
All case studiesAll case studies01 · Consumer goodsHarbour FoodsPricing & Revenue2026A 40-SKU price ladder rebuilt around three tiers; discounting moved from the sales floor to a monthly policy.Read the case+5.8 ptsgross margin
02 · LogisticsNorthline LogisticsOperations2025Three constraints set the pace of a 14-site network. We fixed them in order.Read the case+22%throughput, no capex
03 · HealthcareVerity HealthGo-to-Market2025A regional clinic group chose two segments and one channel, and stopped chasing the rest.Read the case£14mnew pipeline
04 · EnergyAtlas EnergyCorporate Strategy2024Where to play and what to sell: two divisions divested, one doubled.Read the case+38%core revenue
05 · Financial servicesMeridian BankTransformation Office2024A 30-month core banking programme kept on the numbers by one weekly steering.Read the case£31mbenefits bankedCase studies
Five engagements, five measured results. Each one started with a diagnostic and ended with a number the board could read.
All case studiesAll case studies01 · Consumer goodsHarbour FoodsPricing & Revenue2026A 40-SKU price ladder rebuilt around three tiers; discounting moved from the sales floor to a monthly policy.Read the case+5.8 ptsgross margin02 · LogisticsNorthline LogisticsOperations2025Three constraints set the pace of a 14-site network. We fixed them in order.Read the case+22%throughput, no capex03 · HealthcareVerity HealthGo-to-Market2025A regional clinic group chose two segments and one channel, and stopped chasing the rest.Read the case£14mnew pipeline04 · EnergyAtlas EnergyCorporate Strategy2024Where to play and what to sell: two divisions divested, one doubled.Read the case+38%core revenue05 · Financial servicesMeridian BankTransformation Office2024A 30-month core banking programme kept on the numbers by one weekly steering.Read the case£31mbenefits bankedCase studies
Five engagements, five measured results. Each one started with a diagnostic and ended with a number the board could read.
All case studiesAll case studies01 · Consumer goodsHarbour FoodsPricing & Revenue2026A 40-SKU price ladder rebuilt around three tiers; discounting moved from the sales floor to a monthly policy.Read the case+5.8 ptsgross margin02 · LogisticsNorthline LogisticsOperations2025Three constraints set the pace of a 14-site network. We fixed them in order.Read the case+22%throughput, no capex03 · HealthcareVerity HealthGo-to-Market2025A regional clinic group chose two segments and one channel, and stopped chasing the rest.Read the case£14mnew pipeline04 · EnergyAtlas EnergyCorporate Strategy2024Where to play and what to sell: two divisions divested, one doubled.Read the case+38%core revenue05 · Financial servicesMeridian BankTransformation Office2024A 30-month core banking programme kept on the numbers by one weekly steering.Read the case£31mbenefits bankedApproach
Every engagement runs on one plan and one set of numbers. The diagnostic finds the fulcrum, the sprint moves it, and the plan hands the gain to your team.
How we workHow we workScroll to travel the plan
Approach
Every engagement runs on one plan and one set of numbers. The diagnostic finds the fulcrum, the sprint moves it, and the plan hands the gain to your team.
How we workHow we workScroll to travel the plan
Approach
Every engagement runs on one plan and one set of numbers. The diagnostic finds the fulcrum, the sprint moves it, and the plan hands the gain to your team.
How we workHow we workScroll to travel the plan
Impact
We are paid to move numbers, so we publish them. The same measures, before the engagement and at handover, from five recent clients.
Figures as reported by the client's finance function at the end of the engagement.
Impact
We are paid to move numbers, so we publish them. The same measures, before the engagement and at handover, from five recent clients.
Figures as reported by the client's finance function at the end of the engagement.
Impact
We are paid to move numbers, so we publish them. The same measures, before the engagement and at handover, from five recent clients.
Figures as reported by the client's finance function at the end of the engagement.
Sectors
The method travels; the partners bring the sector. Every engagement starts with people who have run the numbers in your industry before.
All sectorsAll sectors
01Pricing, range and route to market for brands under margin pressure.
On record14 engagements+4.2 pts avg margin3 partnersSector page
02Network throughput and cost-to-serve across depots, fleets and yards.
On record9 engagements+19% avg throughput2 partnersSector page
03Growth and operating models for clinic groups and health services.
On record7 engagements£40m pipeline built2 partnersSector page
04Portfolio strategy and capital allocation in a shifting market.
On record6 engagements2 portfolios refocused2 partnersSector page
05Programme offices and operating models for banks and insurers.
On record8 engagements£31m benefits banked3 partnersSector page
06Plant productivity, pricing and organisation for manufacturers.
On record11 engagements+15% avg output2 partnersSector page
07Packaging, pricing and sales motions for B2B software.
On record5 engagements+27% avg ARR growth2 partnersSector page
08Pricing, utilisation and partnership models for firms that sell time.
On record4 engagements+9 pts utilisation2 partnersSector pageSectors
The method travels; the partners bring the sector. Every engagement starts with people who have run the numbers in your industry before.
All sectorsAll sectors01Pricing, range and route to market for brands under margin pressure.
On record14 engagements+4.2 pts avg margin3 partnersSector page02Network throughput and cost-to-serve across depots, fleets and yards.
On record9 engagements+19% avg throughput2 partnersSector page03Growth and operating models for clinic groups and health services.
On record7 engagements£40m pipeline built2 partnersSector page04Portfolio strategy and capital allocation in a shifting market.
On record6 engagements2 portfolios refocused2 partnersSector page05Programme offices and operating models for banks and insurers.
On record8 engagements£31m benefits banked3 partnersSector page06Plant productivity, pricing and organisation for manufacturers.
On record11 engagements+15% avg output2 partnersSector page07Packaging, pricing and sales motions for B2B software.
On record5 engagements+27% avg ARR growth2 partnersSector page08Pricing, utilisation and partnership models for firms that sell time.
On record4 engagements+9 pts utilisation2 partnersSector pageSectors
The method travels; the partners bring the sector. Every engagement starts with people who have run the numbers in your industry before.
All sectorsAll sectors01Pricing, range and route to market for brands under margin pressure.
On record14 engagements+4.2 pts avg margin3 partnersSector page02Network throughput and cost-to-serve across depots, fleets and yards.
On record9 engagements+19% avg throughput2 partnersSector page03Growth and operating models for clinic groups and health services.
On record7 engagements£40m pipeline built2 partnersSector page04Portfolio strategy and capital allocation in a shifting market.
On record6 engagements2 portfolios refocused2 partnersSector page05Programme offices and operating models for banks and insurers.
On record8 engagements£31m benefits banked3 partnersSector page06Plant productivity, pricing and organisation for manufacturers.
On record11 engagements+15% avg output2 partnersSector page07Packaging, pricing and sales motions for B2B software.
On record5 engagements+27% avg ARR growth2 partnersSector page08Pricing, utilisation and partnership models for firms that sell time.
On record4 engagements+9 pts utilisation2 partnersSector pagePartners
Two partners on every engagement, no leverage pyramid. The people who scope the work are the people who do it.
All partnersAll partners
Chair01 / 04Managing PartnerTwenty years in corporate strategy, the last eight running Fulcrum. Former head of strategy at a FTSE 100 retailer.
LeadsCorporate StrategyTransformation OfficeSigned — EleanorMeet Eleanor
02 / 04Partner, OperationsPlant manager turned consultant. Has walked more factory floors than boardrooms and prefers it that way.
LeadsOperationsOrganisation & TalentSigned — TomaszMeet Tomasz
03 / 04Partner, CommercialPricing and go-to-market for consumer and B2B brands. Ex-CCO of a European logistics group.
LeadsPricing & RevenueGo-to-MarketSigned — AmaraMeet Amara
04 / 04Partner, Financial ServicesRan programme offices for two core banking replacements. Believes in one plan and one set of numbers.
LeadsTransformation OfficeCorporate StrategySigned — JamesMeet JamesPartners
Two partners on every engagement, no leverage pyramid. The people who scope the work are the people who do it.
All partnersAll partnersChair01 / 04Managing PartnerTwenty years in corporate strategy, the last eight running Fulcrum. Former head of strategy at a FTSE 100 retailer.
LeadsCorporate StrategyTransformation OfficeSigned — EleanorMeet Eleanor02 / 04Partner, OperationsPlant manager turned consultant. Has walked more factory floors than boardrooms and prefers it that way.
LeadsOperationsOrganisation & TalentSigned — TomaszMeet Tomasz03 / 04Partner, CommercialPricing and go-to-market for consumer and B2B brands. Ex-CCO of a European logistics group.
LeadsPricing & RevenueGo-to-MarketSigned — AmaraMeet Amara04 / 04Partner, Financial ServicesRan programme offices for two core banking replacements. Believes in one plan and one set of numbers.
LeadsTransformation OfficeCorporate StrategySigned — JamesMeet JamesPartners
Two partners on every engagement, no leverage pyramid. The people who scope the work are the people who do it.
All partnersAll partnersChair01 / 04Managing PartnerTwenty years in corporate strategy, the last eight running Fulcrum. Former head of strategy at a FTSE 100 retailer.
LeadsCorporate StrategyTransformation OfficeSigned — EleanorMeet Eleanor02 / 04Partner, OperationsPlant manager turned consultant. Has walked more factory floors than boardrooms and prefers it that way.
LeadsOperationsOrganisation & TalentSigned — TomaszMeet Tomasz03 / 04Partner, CommercialPricing and go-to-market for consumer and B2B brands. Ex-CCO of a European logistics group.
LeadsPricing & RevenueGo-to-MarketSigned — AmaraMeet Amara04 / 04Partner, Financial ServicesRan programme offices for two core banking replacements. Believes in one plan and one set of numbers.
LeadsTransformation OfficeCorporate StrategySigned — JamesMeet JamesClient minutes
Every engagement ends with a steering meeting and a set of minutes. These are the lines our clients asked to have on the record.
They found the one number that mattered in week two and spent the other eight weeks moving it.
Client minutes
Every engagement ends with a steering meeting and a set of minutes. These are the lines our clients asked to have on the record.
They found the one number that mattered in week two and spent the other eight weeks moving it.
Client minutes
Every engagement ends with a steering meeting and a set of minutes. These are the lines our clients asked to have on the record.
They found the one number that mattered in week two and spent the other eight weeks moving it.
Engagements
Fixed fees, two partners on every engagement, and part of every sprint fee at risk against the result we agree.
How engagements workHow engagements work£18,000
Find the fulcrum before you commit
£48,000
One practice, one measurable result
£30,000
A standing office for multi-year change
≈ £4.8m a year
A sprint pays for itself in 1 week
Revenue × margin gap. A directional number, sharpened in the diagnostic.
Engagements
Fixed fees, two partners on every engagement, and part of every sprint fee at risk against the result we agree.
How engagements workHow engagements work£18,000
Find the fulcrum before you commit
£48,000
One practice, one measurable result
£30,000
A standing office for multi-year change
≈ £4.8m a year
A sprint pays for itself in 1 week
Revenue × margin gap. A directional number, sharpened in the diagnostic.
Engagements
Fixed fees, two partners on every engagement, and part of every sprint fee at risk against the result we agree.
How engagements workHow engagements work£18,000
Find the fulcrum before you commit
£48,000
One practice, one measurable result
£30,000
A standing office for multi-year change
≈ £4.8m a year
A sprint pays for itself in 1 week
Revenue × margin gap. A directional number, sharpened in the diagnostic.
Appendix A
What clients ask before the first call. Anything else, ask us on the call.
Ask a questionAsk a questionAppendix A
What clients ask before the first call. Anything else, ask us on the call.
Ask a questionAsk a questionAppendix A
What clients ask before the first call. Anything else, ask us on the call.
Ask a questionAsk a questionInsights
Short pieces on pricing, operations and strategy, written by the partners who did the work.
All insightsAll insights
Method6 minA strategy the board cannot read in one sitting is not a strategy. Here is the structure we use.
Eleanor Whitfield12 Sep 2026Read the briefing
Operations5 minNot thirty. Three. Finding them is most of the work; fixing them in order is the rest.
Tomasz Nowak29 Aug 2026Read the briefing
Pricing4 minWhen every deal is a negotiation, the price list is a suggestion. How to take pricing back.
Amara Diallo14 Aug 2026Read the briefingInsights
Short pieces on pricing, operations and strategy, written by the partners who did the work.
All insightsAll insightsMethod6 minA strategy the board cannot read in one sitting is not a strategy. Here is the structure we use.
Eleanor Whitfield12 Sep 2026Read the briefingOperations5 minNot thirty. Three. Finding them is most of the work; fixing them in order is the rest.
Tomasz Nowak29 Aug 2026Read the briefingPricing4 minWhen every deal is a negotiation, the price list is a suggestion. How to take pricing back.
Amara Diallo14 Aug 2026Read the briefingInsights
Short pieces on pricing, operations and strategy, written by the partners who did the work.
All insightsAll insightsMethod6 minA strategy the board cannot read in one sitting is not a strategy. Here is the structure we use.
Eleanor Whitfield12 Sep 2026Read the briefingOperations5 minNot thirty. Three. Finding them is most of the work; fixing them in order is the rest.
Tomasz Nowak29 Aug 2026Read the briefingPricing4 minWhen every deal is a negotiation, the price list is a suggestion. How to take pricing back.
Amara Diallo14 Aug 2026Read the briefingStart
Start
Start