Our consultants are senior specialists in distinct disciplines. Between them they cover what a growing business actually needs, from commercial strategy and process engineering to data, technology, governance and delivery.
Most consultancies serving businesses under £10 million are one person with a methodology. That is not a criticism, since a good sole practitioner is worth more than a poor team. But it does mean the diagnosis tends to match the practitioner. The marketing consultant finds a marketing problem. The finance consultant finds a finance problem.
Dubnium is built differently. The firm carries enough senior specialists that a brief can be matched to genuine expertise rather than to whoever happens to be free, and where a requirement runs past our own disciplines we introduce vetted associate consultants under our engagement and our standard.
The practical effect for a client is that the diagnosis is not decided before we arrive. We look at the business, establish where performance is actually being lost, and then bring the right discipline to it.
Six practices, held by consultants who have done the work rather than studied it. Most engagements draw on two or three.
Proposition, pricing and market focus. Growth planning, business planning and financial modelling, including the preparation a company needs before approaching lenders, investors or grant funders. Brand and demand where growth depends on being found and chosen.
Lean Six Sigma at Black Belt level: value stream mapping, waste elimination, capacity release and statistical process control. The discipline of making a business do more with what it already has, and proving the gain rather than asserting it.
Measurement frameworks, management information and dashboards, with formal statistical analysis where the question warrants it. Turning scattered systems and spreadsheets into a single version of the truth a board can act on.
Systems and platform selection, integration, automation and software delivery, by consultants who have specified, built and run digital platforms themselves. Advice that survives contact with a development team.
Board governance, enterprise risk frameworks, business continuity and ISO 9001 aligned quality management, supported by internal audit and assurance reporting written for directors rather than for the filing cabinet.
PRINCE2 disciplined programme management, turnaround and integration delivery, and senior interim capability where a gap has to be held while the permanent structure catches up.
A margin problem is often a pricing problem wearing a process costume. A delivery problem is frequently a data problem, because nobody can see the queue. A growth plan that ignores governance produces a company that grows into fragility and discovers it at the worst possible moment.
The value of a bench is that these connections get noticed. When the consultant examining your margin can call on someone who has built the reporting, someone who has run an operation of the same size, and someone who has sat on a board answering for the numbers, the answer tends to be the right one first time.
It is also why we establish a baseline before recommending anything. Breadth without evidence is simply a wider range of opinions.
Every engagement has a single senior consultant who owns it from first meeting to final measure. You are not handed between people, and you always know whose name sits against the work.
Specialists are brought in because the work genuinely calls for their discipline. If a brief does not need one, we do not add one to the invoice.
There is no junior delivery tier. The people who scope the work are the people who do it, and they remain on it until the handover is complete.
Where a requirement reaches past our own disciplines, we introduce vetted associate consultants under our engagement and our quality standard. However wide the brief runs, you deal with one firm.
Every engagement starts the same way: a confidential, no-obligation discussion about where your business stands and where it ought to be.