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: specifically the change leadership 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.
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.
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 transformation 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 that was precisely matched to what the situation actually needed.
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