We work with owner-managed firms in Scotland turning over £2m–£40m. If your margins have drifted, your team structure feels wrong, or you are thinking about an exit in the next three years, we should talk.
Book a diagnostic call
Most consulting firms hand you a slide deck and disappear. We stay until the numbers move.
A 45-minute video call where we listen. You describe the situation, we ask pointed questions about revenue mix, cost structure, team capacity and owner ambitions. No fee, no pitch deck.
We spend two days inside your business. We interview key staff, review management accounts from the last three years, map your operational bottlenecks and identify the two or three levers that will move the needle fastest.
Within ten working days you receive a written plan: specific actions, responsible people, deadlines and expected financial impact for each item. This is not a 60-page report. It is typically eight to twelve pages of substance.
We join your management meetings fortnightly for six to nine months. We hold people accountable, troubleshoot stalls and adjust the plan when market conditions shift. Our fee is partly tied to the financial outcomes we agreed in Step 03.
Margins erode slowly, then suddenly. We trace the causes: pricing drift, scope creep, supplier inflation, labour inefficiency. One manufacturing client in Glasgow recovered £420k in annual margin within seven months by restructuring just two product lines.
Selling a business you have built over twenty years is personal. We help you prepare the financials, reduce owner dependency, identify acquirers and negotiate terms. Our typical exit preparation timeline runs eighteen to twenty-four months before going to market.
When a business doubles in size, the structure that worked at £3m rarely works at £8m. We redesign reporting lines, clarify accountability, and help you hire (or redeploy) the right people. We stay through the transition, not just the org chart exercise.
Should you expand geographically, add a product line, or acquire a competitor? These decisions carry real risk. We model the scenarios with your actual numbers, stress-test the assumptions and present a recommendation you can defend to your board or bank.
Your accountant tells you what happened. We build forward-looking models that tell you what will happen under different conditions: pricing changes, headcount increases, contract wins or losses. The models are built in spreadsheets you own and understand, not proprietary software.
ProConsult Vision began in 2018 when our founder, after fifteen years inside Big Four advisory, got tired of delivering expensive reports that gathered dust. The firm was built on one rule: if the client's numbers don't improve, we haven't done our job.
Today the team is five people. Three are former CFOs. One ran operations for a £25m logistics business. We are small on purpose because every engagement is led by a senior partner, not delegated to a junior analyst you have never met.
We are based in Lower Parisianbury, Scotland, but most of our work takes place at your premises. Roughly half our clients are in the Central Belt; the rest are spread across the Highlands, Borders and occasionally Northern England.
The diagnostic call is free and takes 45 minutes. If we are not the right fit, we will tell you honestly and point you elsewhere.