These are real quotes from business owners and directors we have worked with. We have shortened some for clarity, but the substance is unchanged.
We brought Resilient Biz in because our cash flow was a mess. Within five weeks they had a rolling forecast connected to our Xero account and we could see exactly when the tight months would hit. That alone saved us from a very uncomfortable conversation with the bank.
I was sceptical about paying for a consultant because I had been burned before by people who produced a 60-page report and then disappeared. This was different. They sat with my operations team for three weeks, identified where we were losing time, and helped us fix it. Order processing dropped from two days to half a day.
The advisory half-day was exactly what I needed before a board meeting. I came in with a vague idea about expanding into Scotland and left with a costed plan, a risk list and a timeline. The follow-up call two weeks later caught a mistake in my assumptions that would have been expensive.
We hired them to prepare our financials for an investment round. They rebuilt our model from scratch, stress-tested the assumptions, and coached me on how to present it. We closed the round at a better valuation than we expected.
Our bakery was growing fast but margins were shrinking. They found that 14% of our ingredient spend was going to waste because of poor demand forecasting. After six months on the retainer, waste is down to 5% and our gross margin has gone from 38% to 46%.
Honest and direct. They told us one of our three product lines was losing money and should be wound down. That was hard to hear, but the numbers were clear. Eighteen months later, we are more profitable with two lines than we were with three.
NorthShore Distribution is a 35-person company that ships consumer goods from a warehouse outside Belfast. When they contacted us in early 2023, their order-processing time had crept up to 48 hours. Customer complaints were rising, and two key accounts had threatened to leave.
We spent three weeks on-site. During that time, we mapped every step from order receipt to dispatch. We found that orders were being entered into two separate systems manually, that the pick list was printed once a day instead of being updated live, and that quality checks were duplicated at two stages with no additional value at the second.
We eliminated the duplicate data entry by connecting their e-commerce platform directly to the warehouse management system. The pick list moved to a tablet-based live queue. We removed the redundant quality check and added a single, more thorough inspection at the pack station.
Both at-risk accounts renewed their contracts. Darren Oates, the operations manager, told us that the team morale improved noticeably because people were no longer doing the same task twice.
Siobhan Daly's bakery had grown from a market stall to a production unit supplying 40 independent retailers across Northern Ireland. Revenue was climbing, but profit was flat. Siobhan suspected waste was the issue but did not know how to measure it precisely.
We started with a four-week data-gathering phase. We tracked every ingredient purchase, every batch produced and every unit sold or discarded. The data showed that 14% of flour, butter and cream was being wasted, mostly because production volumes were based on the previous week's orders rather than a forward-looking demand estimate.
We built a simple forecasting model that used order patterns from the past 12 weeks, adjusted for seasonal events like Christmas and Easter. We also renegotiated two supplier contracts where Siobhan was paying for next-day delivery she did not actually need; switching to a twice-weekly schedule cut delivery costs by £320 per month.
The bakery is now on a quarterly retainer with us. Each quarter we review the forecast accuracy, adjust for new products and check that the waste percentage stays below 6%.
Want results like these for your business? Talk to us