All work described below is real. Organisations are not named. The engagements reflect work since 2016. The structural model of EMCS has evolved over that period — services previously contracted as B2B partners within a broader consulting service delivery arrangement are now delivered with the full independence that defines EMCS today. The people, the approach and the standards have been consistent throughout.
A US-owned pharmaceutical business divested a significant operating division under PE ownership. The carved-out entity had no IT infrastructure, no systems and no capability to function independently. The requirement: establish all of that from scratch — strategy, operating model, team, supplier relationships and the technology programme — within the timelines the transaction demanded. Eleven months. Done.
A PE-backed veterinary services group had a technology-led transformation programme that had lost momentum and direction. The requirement: reset the programme, rebuild the delivery structure, and restore the confidence of both the portfolio company leadership and the PE board. Eight months. The programme completed.
A global financial services business under PE ownership needed an independent assessment of a significant change programme — what was working, what wasn’t, and what the realistic path forward looked like. The assessment was done, the approach reset, and a fractional assurance role maintained for twelve months: present enough to keep things on track, independent enough to give the PE board an honest view at all times.
The most comprehensive engagement began before the transaction closed — involvement from due diligence through to full delivery. Two parallel SAP implementations in a GxP-regulated pharmaceutical environment, each with the compliance and validation requirements that entails. Both delivered. Both achieved maximum customer satisfaction scores. The engagement ran the full arc: pre-deal diagnosis, statement of work, delivery leadership, supplier management, fractional assurance, clean handover. No residual dependency. Maximum scores.
Not every engagement is a multi-year programme. A CIO at a PE-backed business had two objectives to deliver by mid-Q2 — a structured continuous improvement programme for IT, and the IT vision translated into an actionable roadmap. Strong team, tight budget, demanding year. The constraint wasn’t capability — it was the bandwidth to think clearly at planning stage while everything else kept moving. The requirement: two to three weeks of senior IT change leadership thinking alongside the CIO and the team. Hypothesis-led, remote, working with what was already there rather than arriving with a process to impose. Plans agreed, deliverables defined, governance in place, team aligned and ready to execute — in a fraction of the time, at a fraction of the cost, and with no disruption to BAU.
These engagements span different sectors, different situations and different stages of the PE ownership cycle — and different scales. What they share: a leadership team under genuine pressure, and a requirement for senior change leadership thinking precisely matched to what the situation actually needed. The confidentiality the work requires means this is a selection — there is considerably more behind it. These give a sense of the range.
© 2026 EMCS