The challenge, what we did, and the return

What we did. We designed self-referral pathways and the booking and access model around them, so patients could enter directly without loosening clinical governance.

The return. A direct self-pay revenue line and higher conversion of the demand already arriving, with less pressure on traditional referral routes.

What we did. Alongside XV Capital Advisory, we produced an independent UK market report: where affluence, self-pay demand and premium physiotherapy overlap, the priority locations, a clinic-led route to market and a founding-partner programme, with a phased entry plan and pilot measures.

The return. An evidence-led route into the UK that lets the company commit capital one phase at a time.

What we did. Working as part of Housden Group, we support PPU growth across multiple Trusts: insurer and referrer engagement, pathway and access design, and the commercial case.

The return. Private patient income grown inside the NHS framework, with PPUs run as a managed commercial operation.

What we did. We mapped the real referral-to-report flow across sites, found where work waited, and reconfigured booking, handover and reporting around the constraint.

The return. Enhanced patient pathways, improved access and recovered capacity across the network.

What we did. We built the strategy for its entry into the UK market, connecting ticketing to retail, fundraising and engagement, and optimised the pre-sale and post-event journey.

The return. Revenue captured before, during and after the event, across grassroots and non-elite events.

What we did. We developed the business delivery plan through stakeholder engagement, knowledge development and delivery frameworks.

The return. A roadmap built to unlock funding and industry partnership around otherwise stranded research.

What we did. We work with the university to monetise its services, packaging facilities and expertise into sellable offerings and taking them to market.

The return. New commercial income from campus services and facilities that were previously untapped.

What we did. We built tailored sponsorship frameworks scaled from grassroots to elite, matched to what each club could realistically offer a sponsor.

The return. New sponsorship revenue and improved financial stability from assets that were previously idle.

What we did. We resolved the underlying structural issues and redefined the client engagement model so it could scale.

The return. A business reshaped and ready to expand into new markets.

What we did. We provided mentorship and a structured commercial route to market for the cohort.

The return. Team-management strength translated into high-value client solutions.