Real Results From Real Businesses
We don't publish strategy decks. We install systems and measure what changes. Here's what happened.
Elephant Eco Electrical
Electrical contractor
The Situation
When Paul Bartlett approached us, Elephant Eco Electrical was a sub-£1M electrical contractor stuck in a cycle of inconsistent residential work. They'd tried job boards and paid memberships to boost project volume, but nothing had created a reliable pipeline. There was no system for identifying the right opportunities, no structured approach to tendering, and no presence in the public sector, which meant they were competing for the same small jobs as every other local electrician.
What We Did
Within the first 90 days, we rebuilt their commercial infrastructure from the ground up. We got Elephant Eco Electrical onto the preferred supplier lists for every council across Greater London, Hertfordshire, and Essex, opening up an entirely new market they'd never accessed before. We created a structured tendering process so the team knew exactly which jobs to quote for and which to avoid, protecting their time and margin. We also built strategic partnerships with housing associations, creating a repeatable channel for larger, longer-term contracts rather than one-off residential work.
The Result
The impact was immediate and measurable. Elephant Eco Electrical won two public sector tenders that individually eclipsed their entire previous year's revenue, and more importantly, at significantly better margins than their residential work had ever delivered. They went from a sub-£1M residential electrician with no pipeline discipline to a contractor with council framework agreements, a structured bid process, and partnerships generating consistent, high-quality work. A completely different business within a year.
Before working with Emre, we were stuck doing residential work and couldn't break through. He built us a system to know which jobs to go after and which to avoid, got us onto council frameworks, and helped us win two tenders bigger than anything we'd done before. Completely different business now.
Fenchurch Contracts
High-end residential & commercial contractor
The Situation
Fenchurch Contracts had built their reputation servicing high-end residential and commercial projects, but their pipeline was inconsistent. All work was coming from existing contacts, which meant revenue was unpredictable. They had no CRM system, which meant opportunities were falling through the cracks. Internal and client communications needed significant improvement.
What We Did
We implemented a CRM system and went through every past client, dormant contact, and active relationship to identify quick wins, reactivating conversations that had gone cold and generating tenders from contacts that hadn't been engaged in months. While those campaigns were running, we built a network of strategic referral partnerships with architects, project management companies, and surveyors, creating a structured channel for consistent, qualified enquiries.
The Result
Fenchurch moved from sporadic, contact-dependent work to a predictable pipeline of both small and larger projects. Efficiency improved across the business, and for the first time, they had a repeatable system for generating enquiries rather than waiting for the phone to ring. The MD began referring other business owners to us, the strongest signal that the engagement delivered.
Since Emre and his team began the planning process I knew they were different to other companies out there. There was clear direction and implementation which meant results came in a lot faster than I anticipated. I've already introduced Emre to some of my contacts, and will continue to do so.
Abel CME
Construction & mechanical engineering
The Situation
Abel CME was a construction and mechanical engineering firm relying entirely on existing contacts for work. Projects weren't consistent, the company's branding didn't reflect the quality of their work, and they had no structured approach to winning new business. The MD knew he needed to grow but didn't have the commercial infrastructure to do it.
What We Did
Over a six-week sprint, we rebuilt the company's commercial foundations. We identified that the fastest path to growth was building credentials through subcontracting under main contractors via tendering. We created tender packs, built a pricing system to ensure margins were protected, and installed processes to manage timelines and client communications effectively.
The Result
After 18 months, Abel CME had transitioned from subcontractor to main contractor on the majority of their projects, while still maintaining subcontract work to diversify revenue and protect cash flow. They moved from reactive, contact-dependent work to a structured pipeline with multiple revenue channels.
Great people, excellent services, all promises delivered on time. I cannot recommend enough.
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