As Artificial Intelligence (AI) continues to revolutionise industries, recruitment is emerging as one of its most transformed fields. AI can now generate job profiles tailored to market demands, and generate candidate CVs optimised for specific roles. However, this new efficiency comes with challenges that only a business partner with deep consulting expertise—like B2E Consulting—can solve. Finding the perfect fit requires more than algorithms; it demands a trusted partner who truly understands the nuances of your organisation and works collaboratively to achieve your goals.

AI in Hiring: A Double-Edged Sword

AI’s ability to analyse vast datasets offers organisations the opportunity to create finely tuned job profiles – while at the same time enabling candidates to produce CVs perfectly aligned to these descriptions. On the surface, this creates a seamless hiring process. But there’s a danger when both sides of the equation are AI-generated—everything risks looking “perfect on paper” but lacks depth. True alignment of skills, values, and cultural fit cannot be fully captured by even the most advanced algorithms.

This is where B2E Consulting excels. We believe that while AI is a valuable tool, it is only one part of the recruitment process. The critical element is working as a collaborative partner with our clients to ensure not just any consultant, but the right consultant, is placed in the role.

The B2E Difference: Partnership and Human Expertise

At B2E Consulting, we go beyond transactional processes to act as a strategic business partner for our clients. Our approach is rooted in understanding your organisation’s unique needs and long-term objectives.

1. Collaborative Requirement Definition
   We start by working closely with you to define the resourcing needs for you project—not just the skills and experience required but the broader context of what success looks like. Our Delivery Partners bring decades of experience in consulting, allowing us to ask the right questions, challenge assumptions, and co-create a clear, detailed vision for the role.
2. Applying Consulting Expertise to Screening
   We know that no two organisations are alike. That’s why we don’t rely on AI alone to match CVs to job profiles. Our consulting expertise helps us delve deeper, using both AI-driven insights and human evaluation to screen candidates. We analyse their capabilities and, as importantly, their fit within your organisation’s culture and goals.
3. The Human Interface
   Technology can identify surface-level matches, but humans are essential for uncovering the subtleties—interpersonal skills, adaptability, and leadership potential. At B2E, we use our extensive experience to interview and assess consultants in a way that goes beyond their CV, ensuring they are not just competent but also a true fit for your team.
4. End-to-End Support
   As your partner, B2E is there for the entire project journey. From helping you to define your requirements and finding the right consultant, through to regular reviews through the duration of the project until it comes to a conclusion.

Building the Future Together

The future of all consuting lies in balancing the strengths of AI with the irreplaceable value of human judgement. As AI takes over repetitive tasks, it creates space for us to focus on what really matters: understanding your organisation, assessing human qualities, and building a true partnership that goes beyond hiring to drive long-term success.

At B2E Consulting, we don’t just fill roles—we act as an extension of your team, helping you navigate the evolving world of AI-driven recruitment with confidence. By blending cutting-edge technology with consulting expertise, we ensure that every hire is not just efficient but transformative.

In a world where hiring new people risks becoming impersonal, B2E Consulting is your partner in keeping it human.

About the author – Jo Young:

Jo spent 10 years at Accenture working in the Change Management and Utilities practices, largely in the areas of Programme Management, Change Management, Implementation Planning and Execution and Call Centre management.

She now ensures that things at B2E work in the way they should.

If Jo isn’t at work, she can normally be found sitting on a horse or walking a dog.

Introduction

In today’s fast-evolving business landscape, organisations must continuously evolve, leveraging internal capabilities to excel amongst competitors; Change Management is a critical factor for success in this evolution, requiring specialised expertise and agile delivery to meet complex business needs. Over the past 20 years, B2E Consulting has challenged the norms and redefined our business model, offering access to a proprietary network of over 20,000 top-tier consultants, and paving the way for exemplary transformation and Change Management expertise at a competitive rate.

In this article, we showcase three recent Change Management case studies where B2E Consulting provided end-to-end consultancy support:

• embarking on a global Change Management project for a financial software provider
• supporting a global energy provider’s business change initiative
• implementing a procurement system for a multinational pharmaceutical company.

Each case highlights how B2E’s lean approach and deep understanding enabled our clients to successfully navigate complex transformations, delivering results on time and within budget.

Case Study: Global Change Management for Financial Software Provider

Client Overview and Challenge

Our client, a leading financial software provider, was planning the launch of a new product in France, Germany, and Spain, underpinned by the deployment of a global “model office” technology; encompassing CRM, lead management, order processing, billing, and contact centre systems. With the first phase scheduled for France, followed by Germany and Spain, the challenge lay in managing the complexities of different languages, markets, and business practices.

To ensure successful adoption, the client required tailored Change Management strategies for each market in order to effectively manage stakeholder alignment and ensure employees embraced the new systems with minimal disruption.

Our Approach

B2E Consulting led the complex global technology roll-out; drawing on previous global deployment experience, we worked within the client’s existing change management framework, adapting it to the specific cultural and market needs of France, Germany, and Spain. Our approach emphasised stakeholder engagement, ensuring local teams were involved from the outset and that change initiatives were customised to address country-specific challenges.

Key responsibilities included:

• Stakeholder Management: We partnered with project managers and business leaders, ensuring that communication was clear and consistent across all levels. Taking ownership of key stakeholder meetings, we helped align leadership with change objectives.
• Tailored Change Management Plans: Blueprints from previous deployments were tailored to meet the unique needs of each country, with local translations and market-specific training provided to ensure clear understanding and smooth adoption.
• Change Monitoring and Sentiment Tracking: We implemented metrics to track change adoption, allowing us to identify and address resistance early on.

Outcomes

B2E Consulting’s people-focused Change Management strategy ensured a smooth roll-out in France, with plans well on track for Germany and Spain. By tailoring the Change Management approach to each market’s cultural and operational needs, we minimised resistance and improved adoption rates. Smooth communication and consistent engagement with stakeholders ensured that business leaders were fully aligned with the project’s objectives, leading to a successful deployment of the new technology across all three countries.

The client noted our critical role in managing and influencing global stakeholders, delivering the project on schedule while ensuring that employees embraced and understood the new systems. This holistic approach to managing change helped ensure the project’s success, positioning the client for long-term success in the new markets.

Case Study: Supporting Business Change at a Leading Energy Provider

Client Overview

Our client, a leading energy provider, is at the forefront of constructing the first new nuclear power station in the UK in over 20 years. This monumental project entails a complex portfolio of programmes, ranging from construction and engineering to advanced technology implementations. To ensure the success of these initiatives, the Business Change Centre of Excellence (CoE) was established, with a specific focus on managing the people-side of change essential for integrating new technologies in a high-stakes, dynamic project delivery environment.

The Challenge

As our client embarked on this historic project, it became clear that the success of the technological implementations would be dependent not just on technical excellence, but on effective business Change Management. The challenge was twofold: ensure seamless integration of technology across various facets of the project and manage the large-scale human and organisational changes needed to support these implementations.

The Business Change Centre of Excellence was tasked with guiding this process, supporting the entire lifecycle of the project, including:

• Identifying the scale and complexity of the required changes
• Defining the benefits of new technological implementations
• Engaging with key stakeholders at various levels
• Performing change impact assessments and delivering targeted change activities

Our Approach

B2E Consulting was appointed to provide critical support in driving best practices for Change Management. Our team of Business Change Leads worked closely with the CoE and the wider project community, focusing on:

• Assessing Change Impact: We identified and evaluated the scope of changes required for each technological implementation, helping the client understand the full extent of the impact on their operations.
• Structured Methodology: Applying a structured Change Management approach, we led activities that ensured smooth transitions, reducing risks associated with organisational change.
• Change Management Services: Our experts provided Change Management services as part of each technology programme and project, ensuring alignment with the project’s objectives and minimising disruption.
• Stakeholder Engagement and Coaching: Engaging with key stakeholders, we offered support and coaching to ensure effective buy-in and readiness across all levels of the organisation.
• Communications: We facilitated accurate and timely communications to ensure stakeholders were informed and aligned with the project’s goals, promoting transparency throughout the process.
• Training Support: Finally, our team supported training initiatives to equip staff with the knowledge and skills needed to adapt to the new systems and processes.

Outcomes

With B2E Consulting’s support, the Business Change Centre of Excellence played a pivotal role in ensuring the smooth implementation of key technological initiatives. By championing best practices in Change Management and fostering a collaborative approach with stakeholders, our client was able to mitigate the risks associated with large-scale change while maximising the benefits of their new systems.

Case Study: Global Procurement (P2P) System Implementation for a Leading Pharmaceutical Company

Client Overview and Challenge

Our client, one of the largest multinational pharmaceutical companies, needed to implement a new global procurement (P2P) system across 12 key countries to replace their existing system. Covering almost 90% of their purchasing spend, this initiative was aimed at standardising procurement processes, improving supplier engagement, and driving cost savings.

With over 15,000 suppliers and 30,000 employees to transition, the client faced several challenges, including managing a complex, multi-country implementation, aligning procurement activities across diverse regulatory environments, and driving compliance with company policies. The project required not only a smooth technical rollout but also an effective Change Management strategy to ensure user adoption and supplier readiness across multiple regions. Additionally, improving the overall user experience and ensuring that the new system would enforce procurement policies were critical success factors for the implementation.

Our Approach

B2E Consulting was brought in to provide comprehensive support across several key areas:

• Project Management: We led the planning, design, and implementation of harmonised procurement processes, delivering a robust governance structure that ensured alignment across countries. Our team supported overall reporting requirements, managed risks, and oversaw the system’s successful launch in all countries.
• Supplier Enablement: Collaborating with the client’s Procurement team, we developed and executed supplier enablement strategies to align suppliers with the new P2P platform. This included readiness assessments, support, and guidance for suppliers as they transitioned to the new system.
• Communications and Change Management: Our team leveraged various communication channels and innovative methods to drive awareness and engagement amongst employees. We tailored messages to different internal audiences to facilitate understanding of the new system’s benefits, supporting employees through the business change process to ensure a smooth transition.

Outcomes

With B2E Consulting’s guidance, the client successfully implemented the global P2P system across 12 countries, resulting in:

• Realisation of procurement strategies and significant savings on indirect spend
• Enhanced procurement content and improved process efficiency
• The successful migration of 15,000 suppliers and 30,000 employees to the new platform
• Improved user experience and usability across procurement operations
• Stronger enforcement of company policies and controls framework

This successful implementation has equipped the client with a streamlined, future-ready procurement system, driving both operational efficiencies and strategic procurement benefits across their global operations.

Conclusion

Through these examples, we demonstrate the value of B2E Consulting’s model—combining top-tier talent, agile processes, and cost-efficiency to help organisations manage change with confidence. To discover how we can further your transformation projects, take a look at our change capabilities or contact our client partner, Paul Hutchison.

As B2E Consulting continues on the journey towards greater inclusivity, I’m pleased to provide an update on our Supplier Diversity Programme. This initiative is rooted in our belief that a diverse supplier base not only fosters innovation and creativity but also enhances our competitiveness in the market. In previous articles, we’ve outlined our commitment to diversity and inclusion (D&I), and today I aim to build upon those discussions by sharing our recent progress and future aspirations.

Progress and Achievements

Our Supplier Diversity Programme is driven by key objectives: inclusivity and equal opportunity, economic growth, innovation, and community engagement. B2E is are proud to report that 69.23% of our suppliers are majority female-owned, while 30.77% are majority minority-owned. This diverse representation underscores our commitment to embedding D&I into our supply chain.

To effectively implement and assess our programme, we have focused on two critical areas: systems and relationship building.

1. Systems Alignment: We have ensured that our systems are configured to support both our suppliers and contracting teams in collecting supplier diversity data. This data helps us recognize our diverse suppliers, track our spending, and meet our targets. Measuring the effectiveness of our Supplier Diversity Programme is vital; we regularly evaluate our progress and refine our strategies based on the data collected.
2. Building Relationships: Earlier this year, we appointed Sonal Patel as our Supplier Diversity Lead. With her extensive experience in onboarding suppliers, Sonal has been instrumental in integrating our supplier diversity initiatives into our contracting process. She has taken proactive steps to connect with diverse suppliers, ensuring they have the necessary support and resources to thrive. Sonal’s leadership in this area has helped to foster stronger partnerships and enhance our overall supplier network.

In addition, we conduct quarterly meetings to review our progress and discuss actionable next steps. By regularly tracking our spending with suppliers, we are able to assess the impact of our initiatives and adjust our strategies to iteratively improve on our supplier diversity programme. These meetings not only help us assess our current standing but also serve as a platform for brainstorming new initiatives to promote inclusivity further.

Looking Ahead: Opportunities for Growth

As we expand our business looking forward to 2025, we are eager to enhance our supplier diversity efforts further. We will continue to proactively monitor our engagement with suppliers who are majority veteran-owned, LGBTQ+-owned, and those owned by people with disabilities and individuals from the neurodivergent community. By broadening our focus, we strive to enrich our supply chain with diverse perspectives and innovative solutions that drive our growth.

While we celebrate our achievements, we also recognize that there is room for improvement. We are committed to increasing transparency in our reporting, allowing for more granular insights into our supplier diversity efforts. By fostering open dialogues and gathering comprehensive feedback, we can better understand the experiences of our suppliers and address any gaps in our data collection processes.

Conclusion

B2E Consulting’s Supplier Diversity Programme is not just about compliance; it is about creating lasting relationships and driving meaningful change within our community and the marketplace. I am excited about the progress we have made, particularly through Sonal’s leadership, and remain dedicated to evolving our initiatives.

As we move forward, we invite our clients to join us in this journey, as together we can cultivate a more inclusive and equitable business landscape. Take a look at our Supplier Diversity Programme to learn more about our goals and initiatives.

About the author – Dale McNeill:

Dale has spent the majority of his career consulting in IT Service Management, firstly with Northgate IS, then more recently with Accenture. An ITIL Expert with Cross Industry knowledge, Dale has led many consulting projects in large programmes across the IT Lifecycle. Dale joined B2E in January 2017, supporting some of our key client accounts and helping develop capabilities to support new clients, showcasing our expertise and growing our B2E community.

When not in the office, Dale enjoys going to a variety of gigs, visiting the cinema, cooking and talking to his budgie, Eric. A new addition to the family (Gus the Cocker Spaniel puppy) also keeps him busy and very fit!

Technology Enabled Growth and Innovation leads the way at B2E Consulting

At B2E Consulting, we are excited to announce a significant transition to a new applicant tracking system, Firefish, which will take place in November. This move is driven by our remarkable growth and a desire to leverage modern technology to enhance operational efficiency.

Since our founding in 2004, we have grown into a ground-breaking management consultancy with a proprietary Community of 20,000 consultants, supported by a dedicated team of employee partners. Our strategy aims to harness the power of AI and modern infrastructure, increasing the speed and effectiveness of our service delivery, and ensuring the right expertise is always on hand. Firefish will enable us to do just that!

This new system will bolster our ability to build and maintain our bespoke Community, providing a seamless experience for both consultants and clients. By integrating all our infrastructure with new-age technology, we are now poised to enhance our processes, making them more efficient, and further improving our ability to support the programmes and projects of our clients, at speed.

Jo Young, B2E Consulting Operations Partner, expressed her enthusiasm for the transition: “I am excited about the upcoming implementation, which will allow us to integrate AI into our processes, find our best consultants more effectively and create a better user experience for our consultant Community. Firefish will provide clearer insights into our data, improving our ability to make data led decisions, as well as providing a scalable platform for the future”.

This strategic move reflects our commitment to innovation and excellence, ensuring that B2E Consulting continues to thrive in a competitive market. As we look to the future, the implementation of Firefish is a significant step towards achieving our long-term goals and maintaining our position at the forefront of the management consultancy industry.

You’ll be hearing more from us on this implementation as we progress towards go-live, with details about what it might mean for you.

About the author – Jo Young:

Jo spent 10 years at Accenture working in the Change Management and Utilities practices, largely in the areas of Programme Management, Change Management, Implementation Planning and Execution and Call Centre management.

She now ensures that things at B2E work in the way they should.

If Jo isn’t at work, she can normally be found sitting on a horse or walking a dog.

Introduction

In the rapidly evolving landscape of digital procurement, data has emerged as the new currency. Blue chip companies are harnessing the power of data-driven decision making to gain a competitive edge, optimise operations, and drive sustainable growth. This article summarises how data is transforming procurement and provides an insight for organisations seeking to leverage these trends.

Data: The Procurement Game-Changer

Data is no longer just a byproduct of procurement processes; it’s a strategic asset. Advanced analytics platforms are empowering procurement teams to gain actionable insights from huge volumes of data, enabling them to make informed decisions that were previously impossible. For executive decision-makers, this means a new level of transparency, control, and agility.

Beyond Cost Savings: Unlocking Strategic Value

While cost savings remain a primary focus, data-driven procurement is about much more than reducing spend. It’s about identifying opportunities for innovation, improving supplier relationships, mitigating risk, and aligning procurement strategies with broader business objectives. For instance, data can reveal hidden patterns in supplier performance, enabling companies to identify high-risk vendors and proactively address potential disruptions.

Real-World Applications: Driving Business Outcomes

The impact of data-driven procurement is evident across industries. In the pharmaceutical industry, a global company leveraged data to identify and mitigate risks associated with counterfeit drugs, ensuring patient safety and protecting their brand reputation.

In the automotive sector, a leading manufacturer used data analytics to optimise their sourcing strategy for a critical component, resulting in a 15% reduction in costs and improved supply chain resilience.

Executive Imperatives: Embracing the Data Revolution

For executives, embracing data-driven procurement is not only an option, but is also rapidly becoming an imperative. To stay ahead of the curve, consider the following actions:

1. Invest in Data Infrastructure: Robust data infrastructure is the foundation for data-driven decision making. Ensure your company has the necessary tools and platforms to collect, store, and analyse procurement data effectively.
2. Foster a Data-Driven Culture: Encourage collaboration between procurement teams and data analysts. Promote a culture where data is valued and used to inform decision making at all levels.
3. Partner with Experts: Partner with subject matter experts (SMEs) specialising in data-driven procurement strategies. B2E Consulting, for example, has over 3,000 consultants with experience in digital procurement, including 500 consultants specialising in data-driven decision making. This bench of experts brings industry knowledge and a proven track record to help unlock the full potential of procurement data to achieve procurement goals.

The data-driven procurement revolution is here to stay. By embracing data as a strategic asset, executives can empower their procurement teams to drive innovation, optimize operations, and create lasting value for their organisations.

Discover how B2E Consulting can support your Digital Transformation projects; take a look at our success stories or contact us here.

About the author – Elie Azzi:

Elie boasts 11 years in Marketing and Business Development, spanning financial services, insurance, and consulting. A problem-solving pro, he’s renowned for optimizing processes and delivering innovative solutions for clients.

Outside work, Elie’s passions include cooking up culinary delights and capturing life’s moments through the lens of his photography.

Digital Procurement: How B2E led Transformation Projects

B2E Consulting has a wealth of expertise gained over many years of working with Blue Chip companies. Our consultants have experience across the full breadth of Digital IT spectrum, from strategy, organisational transformation, change management, program management, architecture, application design, development and implementation, shared service management, data analytics, risk and security.

The following case studies show how successful our B2E teams have been in aiding our clients using new technology to improve their businesses.

Digital, Sales, & Customer Experience Telecommunications

Our client initiated a technology focused programme across their Digital, Sales and Customer Experience areas to decrease Opex expenditure through new ways of working and automation and to increase sales revenue through improved prospect management. This was also to lay the technological foundations for improved customer engagement. The challenge was the coordination and delivery of multiple projects within the programme portfolio (>£10m) ranging from new prospect management system launches, digital optimisation initiatives, ‘condition of sale’ strategic solutions, customer portal optimisation and digital personalisation.

B2E Consulting enabled successful delivery by providing expertise in:

• Roadmap/digital strategy
• Programme and Project Management
• Business Analysis
• Agile Methodology Adoption
• Release Management and Service Readiness
• Technical Delivery Management

Enhanced Digital Programmes – Pharmaceutical

B2E Consulting was engaged by a leading FTSE 100 Pharmaceutical client to support improvements to their US Engagement and Omnichannel initiatives. The goal was to optimise business processes, implement solutions, and ensure successful project execution.

B2E’s Contribution

• Performed an in-depth analysis of the client’s existing digital infrastructure, processes, and capabilities to develop agile and innovative solutions that leveraged cutting-edge digital technologies, resulting in enhanced efficiency and customer experiences.
• Utilised data-driven insights to identify trends, predict customer behaviour, and optimise decision-making processes.
• Created a seamless omni-channel experience, bridging the gap between online and offline interactions to improve customer engagement.
• Ensured all digital initiatives complied with the strict regulations governing the pharmaceutical industry.
• Supported the successful adoption of digital solutions across the organisation.

This resulted in:

• Enhanced Efficiency: Streamlined digital processes resulted in significant cost savings and improved operational efficiency across the organisation.
• Personalised Customer Experience: AI-powered tools enabled personalised interactions, fostering stronger customer relationships and loyalty.
• Data-Driven Decision Making: Utilising data insights allowed the client to make more informed strategic decisions, optimise resource allocation, and identify new business opportunities.
• Omni-Channel Experience: The integration of digital platforms provided a consistent and seamless experience for customers across all channels, improving engagement and satisfaction.
• Regulatory Compliance: All digital initiatives were carefully designed and implemented to adhere to strict regulatory standards, ensuring data security and compliance.
• Organisational Agility: The successful adoption of digital solutions was supported by change management strategies, fostering a culture of innovation and adaptability within the organisation.

Digital Transformation: Business Separation – Insurance

Our client, one of UK’s leading Insurers, had an Investor acquire a 49% stake in their General Insurance Group (GIG), with a second stage transaction of a further 20.9% stake arranged in late 2019. A programme of work was launched to separate the two organisations, impacting all dimensions of the business model: People, Process, Technology, Data, Facilities.

B2E’s Contribution

• Detailed design of the target General Insurance infrastructure components following separation
• GIG Separation/Exit Programme, Infrastructure Design & Migration Support
• Collaborated with client’s Infrastructure Architect Team, GIG Separation Project Managers, and Technical SMEs to drive the design of the target state and migration approach across GIG Data Centre and Foundation Technology pillars
• Project & programme management of the Service Desk Manager System replacement project and Index (IT-outsourcing related) Programme across all workstreams – Sourcing, TOM, Comms, HR and Legal
• Service Transition Management for the Index Programme

B2E Consulting’s work continued until successful separation of our client’s GIG, underpinning a multihundred-million-pound business transaction. B2E’s contribution was well received, with all of our Consultants being offered extensions and several additional areas of scope being offered as opportunities for B2E Consulting.

B2E place strong emphasis on the transformation and people element of Digital IT as well as the technology, process, tools and information aspects.

Our deep understanding of delivering change using agile and structured methods means we can bring the best thinking and approaches to each situation. This end-to-end thinking, experience and delivery capability differentiates us from our competitors. Discover more how we can help your digital transformation projects here.

Background

There are many stories in the news these days regarding companies that were breached, customer data exposed, fines levied – it’s becoming a commonplace occurrence.

Both large and small companies can be a target for cyber criminals. In fact, some types of cyber-crime such as Ransomware have become such a lucrative market that they are now offered on the darkweb as RaaS (Ransomware as a Service), complete with its own support staff and payment systems. The nature of these attacks has evolved significantly over recent years; as the Anti-Virus and Endpoint Detection and Response capabilities have improved, malware (as used historically) is becoming harder to deploy at scale. Threat actors are instead moving to a model where infection and encryption of data is not the only method to extort companies. Instead, while still trying to encrypt company data, they also steal it so that they can blackmail companies into paying them and prevent them from releasing the data publicly.

This change of tactic significantly changes the landscape for every company. Now, it only takes one mistake by one user and everything that an employee has access to can be used in an extortion campaign. Since every organisation will hold confidential data that it doesn’t want in the public domain – employee details, customer details, research – every company is a valid target.

The Verizon Data Breach Investigations Report (DBIR) is released every year and offers an invaluable insight into the current threat landscape and emerging trends. The 2024 release details the 180% increase for exploitation of vulnerabilities being the initial point of compromise, which is almost triple on the previous year [1]. The origin of these vulnerabilities being exploited was, perhaps unsurprisingly, typically via web applications. Many of these vulnerabilities can be exploited automatically as soon as they are discovered by a threat actor or their tooling.

Penetration testing can help identify weaknesses in security practices and vulnerabilities before the threat actors do, allowing time to fix them before they are exploited. While a penetration test will not find every possible past, current and future vulnerability affecting an organisation, it will help harden an organisation to attack. This will make a successful attack a lot less likely, a lot harder to achieve and require a lot more time and effort on the attacker’s end, allowing businesses more time to detect and respond to the incident.

Who’s It For

Any organisation can benefit from a penetration test; if holding or processing sensitive data, it’s potentially a target to a threat actor. However, there is the cost to be considered – penetration tests are not inexpensive, and reducing the cost by arbitrarily reducing the day count for the engagement is typically not an advisable approach, as it could result in parts of the scope being skipped, which can leave important but unchecked areas of the estate vulnerable. It is therefore recommended to set budget aside each year for cyber security, of which penetration testing should be a component, and that scoping is performed in collaboration with a penetration testing partner. This will help to ensure the organisation gets the best value possible from the engagement.

Preparation

Once scoping has been agreed, there will be some steps that the business needs to take. The penetration testing partner should provide guidance on how to go about preparation, but there are some general actions that should be considered:

• Access – the scope of the work will dictate how access will be performed but if the scope is not publicly accessible, some form of remote access may need to be put in place, or onsite work agreed with the partner. As many organisations had to put in place technologies to allow for remote working during COVID, this is often relatively straightforward to achieve, and current VPN / Citrix solutions used by employees will often provide an easily solution.
• Accounts – penetration testers will benefit from having accounts created for them for whichever domain or application is in scope. Ultimately, they will be trying to locate credentials separately, but having a valid set of credentials will allow them good visibility and help them to provide as much value as possible in the event they are unable to locate any themselves.
• Planning for Disruption – disrupting business activities will never be purposefully performed. Good consultants understand how important it is not to impair business operations. However, it is always possible for things to go wrong during a penetration test, despite best efforts. For this reason, having redundancy plans and identifying key systems to handle with caution is a very important pre-engagement activity for any organisation.
• Notifying SOC and Third Parties – penetration tests by their nature can cause a lot of ‘alarm bells’ to be triggered in defensive technologies. If the organisation has a SOC, it is a good idea to notify them that a penetration test is taking place to avoid unnecessary panic and diversion of attention. Equally, all third parties (unless they have explicit exceptions e.g. AWS) who may fall into the scope of the work must be informed and provide written agreement for the penetration taking place to avoid legal implications from the Computer Misuse Act.

What’s Involved

The nature of the work will depend heavily on the scope agreed and the type of testing being performed. However, at a high level, scans will be run to gather a baseline of hosts on the network, services running on those hosts and known vulnerabilities affecting the discovered services. After the baseline scans have taken place, the approach switches to a manual one, where the consultant will be looking at each host and service individually to identify misconfigurations and vulnerabilities that may be present. For web applications this goes into a much deeper review on an application layer for the web services, looking for common and extremely dangerous vulnerabilities in both off-the-shelf and custom-built web applications, no matter what the technology stack is.

Should the internal network be in scope, this would also include a review of the Active Directory (AD). Attempts to use weaknesses in account, group and AD permissions to move laterally onto other machines and escalate privilege can also feature as part of the testing activity.

Reflection

Once the penetration test has completed and the report has been presented, this is the natural time for the company Head of Cyber Security to assess the holistic picture. This includes reviewing all aspects of the penetration test and identifying trends and urgent actions as a result of the outcome.

The urgent actions are generally a lot easier to identify than trends, and the penetration testing partner can suggest the best way to prioritise issues. Typically, this will be given by a rating system in the report, but it’s best practice to review and discuss the next steps. A typical approach is to work from the highest severity down when considering priority for remediation, but access should also be considered – if a vulnerability is internet facing and high severity it may be more pressing than an internal critical vulnerability, just due to the restricted access. A strong technical understanding is key in appreciating the nature of a vulnerability, and the penetration testing partner should be able to help an organisation process the findings and their urgency.

Less urgent but important vulnerabilities can also be established from the report. For example, one missing patch may not constitute a problematic trend. However, if there are several End-of-Life systems discovered and multiple patches missing across many hosts in the estate, this could indicate that the organisation’s patch policy may need attention. These can sometimes be hard to identify but reviewing with the consultant who performed the test can provide expert insight on general advice for improving practices moving forwards.

In conclusion, penetration testing is relevant for all business types and sizes, and it will deliver significantly more value than an automated scan could alone. It should identify vulnerabilities, as well as weaknesses in practices and gaps in policies to help the organisation remain resilient long after the engagement has ended and the urgent fixes applied. Discover how we can help support your organisation’s cybersecurity endeavours here.

Sources:

[1] https://www.verizon.com/business/en-gb/resources/reports/dbir/2024/summary-of-findings/

The Financial Sector plays a pivotal role in business continuity, and its stability, especially post-2008, is paramount.

Increasingly, we have seen the introduction of regulations to safeguard consumers against potential disruptions, including the European Supervisory Authority (ESA)’s Digital Operational Resilience Act (DORA).

Historic safeguarding efforts have lagged on Information Communication and Technology (ICT) third-party providers – a substantial problem given the sector’s increasing reliance on them. DORA marks the most important regulatory initiative on ICT operational resilience for EU financial institutions, aiming to consolidate, update, and streamline its requirements, pushing for a broader business view on resilience and shifting ‘full and ultimate’ accountability to senior management.

The theme underlying the act circulates around third-party providers (both Cloud Service Providers (CSPs) and non-CSPs) being designated as ‘critical’, subjecting them to extensive supervisory powers. In other words, Financial Services and ICT firms can expect greater supervisory engagement from the ESA; as understanding of what constitutes ‘Operational Resilience’ becomes more clearly articulated, so too does the complexity of regulatory requirements. Currently, Level 2 drafting of the regulation is underway, prompting experts to recommend FS firms to set roadmaps and establish required capabilities by Q1 2025 – a relatively tight window of transition.

Operational Resilience is a recurring theme, and the introduction of DORA is no different.

In recent years, B2E Consulting has collaborated with Financial Services companies in multiple Operational Resilience programmes; in one of our recent case studies, a leading UK life insurance and asset management company required SME support to strengthen Operational Resilience across all divisions and functions, specifically within governance structure and stakeholder communication planning. In addition, the requirement for more robust and comprehensive frameworks in third-party risk management was identified as key to the project plan.

Contributing to the success of this project was the collaboration between our experts and the key stakeholders from project initiation to implementation – central to B2E Consulting’s approach is the ability to deploy true experts when our clients need them, rather than relying on a “bench”. As regulations such as DORA evolve, this ensures that the consultant working on each project is as up to date as it is possible to be.

If you’d like to learn more about how we can support your Operational Resilience programmes, contact us by submitting this form or reach out to [email protected]

About the author – Victoria Himawan:

Victoria is B2E’s latest Consultant Support Analyst, having recently graduated with a Bachelor in Business Administration (Business Analytics). She applies her skillsets across a myriad of functions in B2E Consulting.

When Victoria is not working, she can be found running the streets of London or trying not to set the kitchen on fire.

She is interested in Stand-up Comedy (as a spectator), Culinary Arts, and Handcrafts.

Introduction

In the ever-evolving landscape of transformation within Financial Services, the B2E Consulting Academy stands out as a catalyst for transformative change. Through a strategic collaboration with our FTSE 100 Financial Services client, our B2E Academy consultants are not only active participants but crucial contributors to the success of the client’s M&A programmes.

In this article, we look at the B2E Consulting Academy in more detail, and expand on how it illustrates our commitment to Equality, Diversity, and Inclusion (ED&I).

Strategic Placement: An Immersive Experience

Right from the start, our B2E Consulting Academy Consultants are embedded in the Corporate Technology transformation team of our Financial Services client. This strategic placement goes beyond a traditional internship; it’s an immersive, hands-on experience where consultants actively shape and execute critical projects. From day one, they become integral members of the team, gaining insights into the intricacies of technology programmes, and actively contributing to their success.

Three Rotations, Infinite Growth

During the 18-month program, consultants undergo three distinct rotations, each lasting six months. This structured approach allows consultants to delve deeply into their roles, gaining a comprehensive understanding of Business Analysis, PMO and Project Management within the context of technology transformation, M&A programmes and divestments. With each rotation, consultants not only expand their skill sets but also play significant roles in ongoing projects.

Learning in Action: Core Technology Programs and Industry Accreditations

B2E Consulting Academy Consultants don’t just learn; they actively apply their knowledge to core technology programs within the client. This real-world application ensures that theoretical learning is translated into tangible results. Simultaneously, the consultants engage in a continuous learning journey, earning industry accreditations that not only validate their expertise but also align them with the latest industry standards. At the conclusion of each six-month rotation, consultants undergo comprehensive performance reviews. These reviews serve as blueprints for individual growth, highlighting strengths and identifying areas for improvement. The structured feedback loop ensures that consultants are not only meeting the immediate needs of projects but also evolving as professionals in tune with the dynamic demands of the technology and M&A landscape.

Outstanding Client Feedback: A Mark of Excellence

Client feedback has been nothing short of outstanding. The B2E Consulting Academy Consultants have quickly become invaluable assets to our client and they have commended their ability to not only understand the intricacies of the projects but also to contribute meaningfully, creating real value from the early stages of their placements. Remarkably, it’s noted that these consultants are performing at a level comparable to more experienced professionals.

The flexibility of the Academy allows our consultants to seamlessly transition into permanent roles within our client or choose to rejoin B2E Consulting based on their career aspirations. This personalised approach ensures that each consultant’s journey reflects their individual goals and professional ambitions.

Future Expansion: A Testament to Success

The partnership between B2E Consulting Academy and our client’s corporate technology division is more than just a placement; it’s a transformative journey. As our consultants play an ever increasing role with our client, their success serves as a powerful testament to the effectiveness of strategic partnerships, structured learning, and a dedication to excellence.

The resounding success of B2E Consulting Academy Consultants at our Financial Services client has confirmed the desire to expand the intake of consultants and broaden the scope of the collaboration, exploring opportunities in different facets of corporate technology.

How the Academy fits into the wider B2E Consulting ED&I Agenda

The B2E Consulting Academy is not just a training ground for consultants; it’s a manifestation of B2E Consulting’s unwavering commitment to Equality, Diversity, and Inclusion (ED&I). The Academy is strategically designed to align with and amplify the core values of the B2E Consulting ED&I agenda and our clients ED&I agenda. Here’s how the Consulting Academy contributes to and reinforces these principles:

1. Inclusive Selection Process: The ED&I agenda is at the heart of the B2E Consulting Academy’s selection process. By placing ED&I considerations at the forefront of candidate selection, the academy ensures that a diverse pool of talent is not only welcomed but actively sought. This commitment to inclusivity from the outset sets the tone for the academy’s culture and reflects the broader ED&I goals of B2E Consulting.

2. Tailored Learning Journeys: The academy’s commitment to tailored learning journeys is a strategic move that aligns seamlessly with ED&I objectives. Recognizing and valuing the unique experiences and aspirations of each consultant, irrespective of their background, ensures that the academy fosters an inclusive learning environment. The tailored approach also contributes to breaking down traditional barriers, promoting diversity in skill sets, and creating a collaborative atmosphere.

3. Mentorship from Diverse Industry Professionals: The mentorship provided by ex-Big 4 consultants and industry professionals within the core B2E team is a key component of the academy experience. This mentorship not only imparts valuable insights into the consulting world but also serves as a living example of diversity and inclusion.

4. ED&I in Client Engagement: B2E Consulting encourages clients to offer employment to academy consultants after initial assignments, demonstrating a commitment to diversity in client organizations. This strategy not only aligns with ED&I goals but also promotes the idea that diversity enhances the effectiveness and creativity of consulting teams.

5. Feedback and Continuous Improvement: The academy’s emphasis on continuous learning and performance reviews aligns with ED&I principles. By actively seeking feedback and focusing on improvement, the academy ensures that consultants are not only delivering excellent results but also growing in their understanding and application of ED&I principles in their work.

In conclusion, the B2E Consulting Academy is not just a training program; it’s a living embodiment of B2E Consulting’s ED&I agenda. By integrating diversity and inclusion into every aspect of the academy experience, B2E Consulting ensures that the next generation of consultants emerges not only with exceptional skills but also with a deep-rooted commitment to fostering equality, diversity, and inclusion in the consulting industry.

 

About the author – Dale McNeill:

Dale has spent the majority of his career consulting in IT Service Management, firstly with Northgate IS, then more recently with Accenture. An ITIL Expert with Cross Industry knowledge, Dale has led many consulting projects in large programmes across the IT Lifecycle. Dale joined B2E in January 2017, supporting some of our key client accounts and helping develop capabilities to support new clients, showcasing our expertise and growing our B2E community.

When not in the office, Dale enjoys going to a variety of gigs, visiting the cinema, cooking and talking to his budgie, Eric. A new addition to the family (Gus the Cocker Spaniel puppy) also keeps him busy and very fit!

Recent trends have spotlighted the rapid development of Artificial Intelligence and its practical implications for businesses. Without a doubt, AI is a transformative technology, with its revolution akin to the digital revolution. It is pertinent, therefore, for businesses to engage with the technology and familiarise themselves with its capabilities and limitations, as a future-proofing strategy in remaining relevant.

Last November, B2E Consulting alongside Priscille Livenais, Hugh Abbott, and Chris Fox delivered a series of three webinars on leveraging AI using the AI Collective’s three-layer model:

1. AI as a Personal Productivity Tool

A myriad of AI applications exist that serves to benefit our personal productivity. With the release of new products every other week, organisations should aim to drive 10% increases in efficiency.

2. AI as an Automation Tool

It is well-known that AI can automate processes, whether involving structured or unstructured data. The latter (which consists of documents, emails, and even conversations) can now be automated, reducing the amount of resource allocated towards fulfilling manual processes.

3. AI as a Transformation Tool

The digital transformation drastically transformed organisations; the AI revolution is no different. The capabilities of AI have substantial ability to fundamentally change an organisation’s operating model, whether through the development of new products, services, or processes.

A strategic approach is warranted for organisations to assess how AI will affect them, their competitors, and the industry in general. B2E’s service delivery in Process Intelligent Automation provides a bespoke selection of automation tools to fit your business needs and complete a specific job. Utilising tools such as UiPath, PowerShell, and Machine Learning as well as having more than 20 years’ experience in Project Management, we offer several service deliveries to help your business realise the benefits of incorporating Intelligent Automation.

• Robotic Process Automation (RPA)

Robotic Process Automation (or RPA) is the art of enlisting software robots to augment and/or reinstate manual computer-user interaction to enhance workforce productivity. The robot is programmed in such a way that it emulates a user’s journey, capable of making intelligent decisions and spotting errors.

• Machine Learning

This type of Artificial Intelligence enables computers to “learn” without being explicitly programmed, focusing on the development of such programmes that continuously evolve in tandem with the presentation of new data.

• Beyond Robotics

In some cases, RPA and Machine Learning fall short of your business needs. We extend from both capabilities and supersede the limitations of our current knowledge base, leveraging AI in future-proofing your business model.

If you missed out on the webinars, don’t worry! Learn more about B2E’s Process Intelligent Automation service offerings by reaching out to Hugh Abbott or download our IA Service Prospectus.