Practical choices for complex services.

Jim worked with the CEO, CFO and COO of a diversified not-for-profit group to develop an objective strategic rationale and board paper alongside a wider operating model programme. The work examined how closely the businesses were related and connected their differences with the case for autonomy, common stewardship and shared services. It provided a logical basis for the board to examine the proposed direction, its trade-offs and its fit with the group’s mission.

Jim undertook a strategic review of a health technology investment portfolio following performance below the corporate plan, working closely with Finance, executive sponsors and the executive leader of the business. In his executive role he refreshed the strategic direction and reset integration activity, with subsequent improvement in performance relative to the business case. The work connected portfolio strategy with the operational task of integrating technology businesses in healthcare.

In earlier consulting work, Jim led a team identifying service-improvement and savings opportunities in ambulance services in the UK. The assignment considered the provision of an important public service and opportunities to improve its operation and use of resources. This experience is relevant to organisations working in complex public-service environments where operating effectiveness, service requirements and cost must be considered together.

Sami led the workshop content and core delivery for an AI education and opportunity-prioritisation workshop for managers and staff in public health procurement, delivered with partner Capital AI. He drew on KA’s upfront research to connect AI applications across procurement with the team’s operational context. The workshop built a shared understanding and prioritised potential pilot opportunities for further consideration.

Min worked on the strategic rationale and board materials for a not-for-profit group’s operating model. KA’s contribution examined how the businesses differed in their customers, economics, capabilities and operating requirements, and what those differences implied for the model. The work connected portfolio relatedness and potential synergies with the balance of autonomy, shared services and group oversight. It contributed to a clearer argument for why the proposed approach fitted the organisation’s mission and businesses.

Before joining KA, Min led commercial due diligence assignments for private equity investors considering businesses in consumer goods, healthcare and industrial sectors. Her experience includes market intelligence, market sizing and margin analysis, supported by structured expert interviews. She used explicit hypotheses to guide research and translated qualitative and quantitative evidence into insights relevant to the investment case. The experience covers both pre-acquisition and vendor-side work, including testing growth forecasts and commercial narratives. It provides a strong basis for assessing how a target’s market position and growth prospects compare with the assumptions being presented to decision-makers.