VectruvaAdvisory

Bring us the questionthe usual answer doesn't cover.

Growth, margin, productivity, operating model, technology. We work on it with you, and we build what the answer needs.

Bring us a problem See what we get asked
Why us

Most advice ends where the hard part begins.

The analysis is sound, the recommendation is reasonable, and then it becomes somebody else's problem to make it work. We think that hand-off is where most of the value is lost, so we do not do it. We stay on the problem until there is something running.

Operators, not analysts

People who have run these functions and carried the number, working directly on the problem. No layer between you and the judgement you are paying for.

Weeks, not quarters

Commercial clarity on most operating questions inside a single sprint. A decision you can act on, not a document you have to socialise.

We build what it needs

If the answer requires software, a model or a redesigned process, we design and deploy it rather than specifying it for somebody else to attempt.

Your data stays yours

Asia-Pacific residency by default, inside a governed perimeter. We do not train models on your data.

What we get brought

Clients arrive with a question, not a service line.

So this is how the work is organised. If yours is not on the list but has the same shape, it belongs here.

Growth

Where does the next meaningful growth actually come from?

Not the incremental plan everyone already agrees on. The one or two moves that would change the trajectory, sized properly enough to bet on.

Redesign

What would we build if we were designing this business today?

Start from the outcome the business needs rather than the structure it inherited, then work out what it would actually take to get there from here.

Margin

Where is margin leaking, and what do we do about it on Monday?

Cost to serve, unprofitable customers, products and channels, working capital sitting in the wrong place. Found, sized and turned into a sequence of actions.

Technology

Where does technology genuinely change the economics here, and where is it theatre?

An honest read on what is worth building, what is worth buying, and what is a well-marketed way to spend money without changing the result.

Execution

Why isn't the transformation landing?

Too many initiatives, unclear ownership, benefits nobody can trace. Cut the agenda back to what moves the numbers and give it a rhythm that holds.

Productivity

How do we get materially more out of the same cost base?

Where the work actually goes, which of it should not exist, and what automation earns its place once the process has been fixed rather than encoded.

New models

What business could exist here that doesn't yet?

Adjacent revenue, a different commercial mechanism, a capability you already own that somebody else would pay for. Explored properly, then tested cheaply.

On conventional work

Cost programmes, productivity, operating model reviews and transformation delivery are some of the most valuable work a business can commission, and we do all of it. What differs is how we get to the answer, and that we build what the answer needs rather than handing you a plan to implement alone.

How we work

Five things that happen, in roughly this order.

Not a methodology. Just what the work looks like when it is done properly.

01

Understand it properly

Time in the operation, in the data and with the people who live the problem, before anybody proposes anything.

02

Challenge the premise

Often the question you were asked is not quite the question that matters. Establishing that early saves a quarter later.

03

Test before you commit

Model it, prototype it, run it past the people who will have to live with it, while changing course is still cheap.

04

Build what the answer needs

Software, a working model, a redesigned process. Deployed into the operation, not described in an appendix.

And then the fifth, which is the point of the other four: we stay until it is running. Not until the report is accepted, or the steering committee signs it off, but until the thing works in the business and your team can run it without us.
Engagement shapes

Scoped to the question, not to a rate card.

A week

Pressure test

One hard question, examined properly, ending in a clear recommendation and the evidence behind it. Useful before a board paper or an investment decision.

Four to eight weeks

Sprint

A problem diagnosed, sized and prioritised, ending in a working prototype or model rather than a report. The most common shape.

Variable

Build

The thing the answer needs, designed, built and deployed into your operation, with your team alongside so it survives our leaving.

Ongoing

Partnership

Senior capacity alongside your leadership team as the agenda moves, for organisations that would rather have judgement on call than a project.

Pricing is a subscription for the engagement period plus a one-off scope fee, set against the shape of the problem rather than a headcount pyramid. It lands substantially below an equivalent scope from a large firm, because there is no pyramid to fund.
What you keep

The work leaves something behind. That is the whole idea.

Every engagement hands across the working artefacts, not just the conclusions: the models, the tools, the software, the method and the operating context. Three examples currently running inside client operations.

Operational enablement
The problem

Operating procedures lived across scattered documents no one trusted, so national change never landed on the floor.

What we built

A digitised SOP register and live working canvas where operational teams author, update and publish detailed procedures against a single source of truth.

OutcomeProcedure change now reaches every site in days, with ownership and version history visible across the network.
TimeframeDeployed in 6 weeks
Knowledge and decision support
The problem

Years of operating knowledge sat in file shares, inboxes and people's heads, retrievable only by knowing who to ask.

What we built

A digital brain that absorbs existing and incoming information and returns precise, sourced answers to staff in seconds.

OutcomeTeams answer their own questions without escalating, and institutional knowledge stays put when people move on.
TimeframeFirst value in 4 weeks
Commercial productivity
The problem

Business development and account teams spent more of the week on administration than in front of customers.

What we built

A Salesforce effectiveness portal that automated the reporting, data capture and pipeline hygiene sitting behind every sales conversation.

Outcome85% of the admin load eliminated, and that time returned to selling.
TimeframeLive in 5 weeks
Selective engagement · 2026

Bring us a problem worth solving.

The ones where the conventional answer is not good enough, the data is messy and the stakes are real. Thirty minutes is usually enough to know whether we are the right people for it.

Bring us a problem See what we've built

We take on a small number of advisory engagements at a time, so each one keeps senior attention from the first conversation to the thing that ends up running.