Six services. One method. One measured outcome.
Tessel Advisory is an independent management consultancy, strategy, operations, digital, transformation, risk and people, with one figure agreed before every engagement and published after it, whatever it says.
Opportunity ledger
01Reprice the core range£4.1m
02Resequence the depots£2.3m
03Exit two lines£0.9m
First build → 01
Outcome
−41%
claims-processing time
Meridian Mutual · 2025
Four stages, twenty-eight weeks, one account of the work.
Audit
where the money, the hours and the risk go
Opportunity ledger
Costed plan
Design
the answer, tested before it is built
The design, tested in one site
The number, agreed
Delivery
the change, in production
The change, live
The run-rate, tracked
Handover
your team runs it
Runbooks
The rehearsal, twice
Six ways in. One way of working.
Strategy & Growth
P.01Where to compete, what to charge and which bets to stop: decided against your own numbers, priced, and sequenced into a plan the board can hold you to.
You leave with
The margin map: every segment, with its true contribution
A pricing architecture, tested on live quotes
A 12-month plan with owners and a first business case
+3.4pp gross margin, twelve months after repricing
View the serviceOperations & Performance
P.02Cost, throughput, quality and service: the operation measured where the work actually happens, then redesigned with the people who do it, to a number agreed before we start.
You leave with
The operation, measured: a baseline your own team can rerun
A redesign the team leads wrote with us
A run-rate improvement, tracked weekly for a year
−23% unplanned turbine downtime, over a year
View the serviceDigital & AI
P.03Copilots, models and the data underneath them, built with your team and deployed into the systems you already run: production is the deliverable, not the demo.
You leave with
A system in production, not a pilot
An evaluation harness with agreed thresholds
Runbooks your team wrote with us
−41% claims-processing time, one engagement
View the serviceFinance & Transformation
P.04Business cases, integrations, turnarounds and the programme office that carries them. Run to a number, reported to the board monthly, and closed on a date.
You leave with
A business case the CFO signs, not just the sponsor
An integration or recovery plan with dates the board tracks
A programme office that runs without us after month six
9 months two businesses to one operating model
View the serviceRisk, Governance & Regulation
P.05Model risk, regulatory readiness, controls and audit trails: the governance that lets a regulated firm move, written to be used by your own people and to survive an examiner.
You leave with
A register with risk tiers your team maintains without us
An audit trail from data to decision
A policy set mapped to the regulation, clause by clause
14 days to audit-ready, from ninety
View the servicePeople & Organisation
P.06Operating model, roles, hiring and capability: the work that makes us unnecessary, designed so your own team runs what we built within a year.
You leave with
An operating model with named roles and decision rights
A hiring plan and the interview kit
The handover, rehearsed twice
12 mo to running it without us
View the serviceWhat 64 engagements add up to.
Tessel connects strategy, operations, transformation and governance in one account, so the board reads one number, not four reports.
Engagements
64
since 2021, every one closed with its outcome published or on request
Still in place
91%
of the change we delivered is still in place a year after handover
The bench
31
senior practitioners, zero subcontractors, the people you meet do the work
The outcomes, as they were measured.
In their words
“The examiner's word for the register was “unusually legible”. We framed that.”
Head of Model Risk · Cobalt Bank
On the record 6 more
- Northline Logistics · on-time delivery across the network +9.6pp
- Ostro Retail Group · gross margin, twelve months after repricing +3.4pp
- Pallas Health · radiology ticket backlog −58%
- Fennimore Foods · new revenue in the first year, two lines exited £12m
- Aldergate Council · recurring savings, budget balanced in-year £6.2m
- Verano Media · two businesses to one operating model 9 months
Casework
Five engagements, start to finish.
Each one closed on a number agreed before the work began. The problem, the figure and the whole account behind it, one engagement at a time.
-
Insurance 01 / 2025
Claims triage copilot at Meridian Mutual
A copilot that reads the claim, proposes the route and shows its evidence: built with the claims team, handed to them in twelve weeks.
−41%
claims-processing time
Read the case
-
Financial services 02 / 2025
Model-risk framework for Cobalt Bank
A model register with risk tiers, an audit trail from data to decision, and a policy set mapped to the regulation clause by clause.
14 days
to audit-ready, from ninety
Read the case
-
Energy & utilities 03 / 2024
Maintenance regime redesign at Halvard Energy
A fixed maintenance calendar replaced by a schedule built on the machines' own readings, and argued with by the crews who run it.
−23%
unplanned turbine downtime
Read the case
-
Logistics & transport 04 / 2024
Network redesign at Northline Logistics
Forty depots, two disagreeing forecasts, and a network resequenced around the hours the depots actually had.
+9.6pp
on-time delivery across the network
Read the case
-
Retail & consumer 05 / 2025
Range and pricing strategy at Ostro Retail Group
The margin map showed that a fifth of the range was paying for the rest. The pricing was tested on the shelf before it went in a deck.
+3.4pp
gross margin, twelve months after repricing
Read the case
What they said afterwards.
“Tessel left us running the system ourselves, which was the point.”
“The examiner's word for the register was “unusually legible”. We framed that.”
“The schedule is argued with now, rather than followed. That is the difference between a tool the floor trusts and one it works around.”
“The roadmap came with prices, owners and a first business case our board approved in one sitting.”
Asked before every engagement. Answered in writing.
Five of 18. All the questions
How does an engagement start?
With the audit, four weeks, fixed fee, inside your operation. It produces the opportunity ledger, a costed twelve-month plan and the first business case, and its first recommendation can be that you do not need us. In nineteen of sixty-four audits so far, it was.
Do you advise, or do you build?
Both, in order. The audit and design stages advise; the delivery stage builds, in your environment, with your team in the room. We do not hand over a deck and leave; we do not build something your team cannot run.
What is “one measured outcome”?
One figure, with its unit, its baseline and the date it will be read, agreed in writing before the work starts. It is measured afterwards and published either way, twelve are on the site; two are smaller than the client hoped for.
How long does it take?
The method is twenty-eight weeks end to end (audit 4, design 8, delivery 12, handover 4) but each stage is bought on its own. Most clients buy the audit first and decide the rest on what it finds.
What happens when you leave?
The handover stage: an operating model with named roles, runbooks your team wrote, and a rehearsal, twice, the second time with us silent. Then a date after which we stop billing. Ninety-one per cent of what we have delivered is still in place a year later.
