A well-regarded professional services firm operating across multiple countries had built a strong reputation for delivering business support services. Their team was professional, connected, and experienced. However, despite these strengths, the firm faced persistent structural and strategic challenges.

Their revenues were heavily dependent on a narrow base of referral channels, which created vulnerability. Service demand was also highly seasonal, driven by shifts in policy cycles. The existing operating model had grown unsustainable and offered limited adaptability.

While the firm had a wide portfolio of services, they were never effectively marketed or packaged as a cohesive value proposition. Most concerning, the leadership recognised that revenue was declining, and their traditional markets in South Asia, the Middle East, and parts of Europe had plateaued. They had ambitions to expand into North America but lacked the business clarity and structural readiness to do so.