In the fast-paced world of business transformation, the approach to delivering change can make or break success. For Dale McNeill, Managing Partner of B2E Consulting, the journey from large-scale transformation programmes at a top tier global consulting firm to championing B2E’s unique consulting model has been one of innovation, agility, and redefining what it means to deliver value.

In this exclusive interview, Dale shares insights into how B2E’s Consulting Community Model combines the rigour of top-tier consulting with the flexibility of a curated talent network—enabling organisations to execute change efficiently, cost-effectively, and with unmatched expertise.

Dale, you’ve delivered and witnessed major change programmes at a traditional global consulting firm and now at B2E Consulting; what would you say is the biggest difference in how the two firms approach transformation?

Dale: “When I worked at a top tier global consultancy, the focus was on deploying large, structured teams with deep institutional methodologies. It’s a model that works brilliantly for complex, multi-year programmes requiring heavy governance. But at B2E, we’ve built something different – a just-in-time approach focussing on the expertise and talents of individual consultants and their ability to do transformation with our clients, instead of doing it to them. How can B2E deploy more experienced consultants at a fraction of the cost? Well instead of maintaining a ‘bench’ of underutilised talent, we activate our proprietary network of 20,000 expert consultants precisely when clients need them. This means no overhead costs, no wasted resources, and immediate access to specialists who’ve trained at firms like Accenture, EY, or Deloitte.

Its agility without compromise; we deliver the same quality of work but with laser-focused efficiency.”

How does B2E’s ‘Community Model’ ensure quality if you don’t have a permanent bench of consultants?

Dale: “Great question. Our community isn’t a passive database—it’s a curated network of professionals we’ve worked with for years. Many are ex-Big 4 or top-tier strategy consultants or Industry subject matter experts who’ve chosen the flexibility of independent work without sacrificing rigour.

Take a recent example: a financial services client needed help setting up a dedicated team to undertake all activities related to M&A and divestment; People, Process and Technology. Over the next year and a half, a B2E Consulting team of up to  25 consultants worked with the client to move a non-core work activity into a high performing service area. As well as adding capacity to enable value from the incoming M&A deals, the team delivered playbooks, underpinning technology, governance and organisational structure. And the cherry on top? Well, 10 members of the B2E team have transferred to the client to ensure continuity (something which our Community Model allows for).

Quality isn’t just maintained—it’s amplified because our consultants are handpicked for exactly what the client needs.”

How does B2E Consulting handle long-term programmes differently to the more traditional consultancy top tier firms?

Dale: “Long-term programmes need stability, but they also require adaptability. In many cases, at the top tier global firms, large teams are often embedded for years and would heavily rely on the methodologies that previous teams have created, there was no tailoring. Again, this absolutely has advantages for companies of huge scale where standardising to ensure quality is the focus, but to use one of my favourite quotes:

“All models are wrong, but some are useful” – George E. P. Box.

At B2E, we have the flexibility and agility to break programmes into modular phases, each staffed with specialists for that stage. For example, during a recent technology implementation for a UK insurer, we used:

Phase 1: Strategy and Design Experts

Phase 2: Business Architects, Business Analysts, Technical Architects and Developers.

Phase 3: Change Managers to drive adoption.

This ‘surgical’ approach prevents skill gaps and keeps costs lean. Clients pay for what they need, when they need it. Plus, consultants stay motivated because they’re working on challenging, focused engagements—not just ‘filling seats’.”

You mentioned cost efficiency. How does B2E’s model create financial benefits without cutting corners?

Dale: “Traditional models include overheads for bench salaries, office space, and layers of management and back office functions; we strip that out. The beauty of our model is that all our consultants are judged only on the outcome of their client work, nothing else matters.

For instance, over a four year period, we were able to save our client over £9 million. We did this by only deploying resources that were needed at that point in the project at a reduced price compared to our competitors. But it’s not just about cost. Our consultants are often more experienced because they’ve delivered similar programmes multiple times across industries. There’s no ‘learning on the job’—they hit the ground running.”

What’s the secret to building a community of 20,000 top-tier consultants?

Dale: “Two words: respect and relationships. Many consultants leave big firms because they want autonomy but still crave impactful work. We treat our community as partners, not commodities. They get fair rates, interesting projects, and flexibility. In return, clients get passionate experts who are willing to go that extra mile.

We’ve also built a Life@B2E programme; networking events, upskilling webinars, and well-being support. It’s a virtuous cycle; happy consultants deliver better results, which keeps clients coming back.”

Finally, what excites you most about B2E’s future?

Dale: “Proving that we can deliver expertise, quickly and cost effectively. Clients are realising that they do not need a ‘one size fits all’ model. They are discovering that there are alternative delivery models for their consulting and resource augmentation requirements. The future is about right-sizing transformation: the right people, the right cost, the right time. And that’s exactly where we excel.

B2E looks to utilise the best ideas and technologies that are available – we have recently deployed an AI enabled resource management system called Firefish which allows us to effectively manage our consulting community and our client requirements. We also focus on sustainability (we’re in the top 1% of EcoVadis-rated firms). B2E is redefining what consulting can be.  I am very proud of that.

I believe that B2E Consulting’s unique model isn’t just an alternative to traditional consulting—it’s a smarter evolution. By combining elite talent with agile delivery, we’re helping clients achieve transformative results without the legacy overheads.”

“Why pay for a battleship when you need a speedboat?”

Ready to rethink your approach to change? Explore how B2E’s Consulting Community can deliver your next programme with precision and agility.

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!

Discover how B2E Consulting is challenging the consultancy world through progressive attention on diversity, expertise, and innovation. In this short, dynamic video, you'll see how our talented community of consultants is driving transformational change across some of the UK's leading businesses.

Join us to explore our unique approach—combining an inclusive culture, sustainability excellence, and cutting-edge professional development programmes. Witness first hand how B2E Consulting is empowering both consultants and clients alike, setting new standards for success.

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!

HR Transformation refers to the process of reinventing HR to be a strategic partner rather than an administrative function. It can improve employee service, deliver cost savings and time and allow HR to focus on aligning itself to the business strategy.  So far so good but how to you make sure it works. I have been a solution architect on several HR Transformations and there are a few lessons learned I would like to share.

HR transformation can be highly effective when executed thoughtfully and strategically.  The success depends on several factors, including the organization’s goals, leadership support, change management practices, and the specific initiatives implemented. Here’s a breakdown of how and why it works—or sometimes doesn’t:

What is HR Transformation?

• Adopting new technologies (like HRIS, AI-driven recruitment tools, Employee Self Service (ESS) and Manager Self Service (MSS))
• Restructuring HR roles (moving from administrative tasks to strategic business partnerships, setting up Centres of Excellence)
• Optimizing processes (automation, self-service portals)
• Focusing on employee experience and talent management

When It Works Well

1. Clear Strategic Alignment:
   Business Partners are provided with support to move to being more strategic – this involves removing administrative tasks but also training to ensure that they are able to support the business in their strategic goals e.g., talent strategies aligned with growth plans.
2. Supporting the employee: HR Call centres and Self-Service tools (ESS and MSS) need to be able to deliver a large percentage of HR related answers for employees quickly otherwise they will stop using them and revert to calling their HR Manager for answers to simple questions. Getting this right for Day 1 is essential so the HR Transformation programme gets a great reputation. Investment is Call Centre training and the quality and ease of use of online tools is vital.
3. Communicating with the Organisation: Consider the employee in all design – new ways of working not just for HR but for the whole of the organisation. A communication of why the organisation is undertaking the project and how do employees benefit from the change helps to increase adoption and reduces resistance of the new model. This also requires leadership buy in to champion the transformation.
4. Technology Used Smartly:
   Tools enhance—not complicate—processes (e.g., streamlined onboarding, data-driven insights). Do not rely just on technology.  Spend time standardising the processes – better to spend time in the design phase to get it right, making changes once technology has been built is costly and adds delays. Solve those design decisions early.
5. Agile & Flexible Approach:
   Continuous feedback loops allow adjustments as needed. This can be applied to change management and technology design. Building in feedback allows the lessons learned to be applied helping the quality and success of the programme.
6. Don’t forget your Data: HR Transformation often involves upgrading or replacing technologies often with old data sets making analytics difficult.HR Transformation can be an opportunity to improve your data quality and support better MI to enhance decision making.

When It Fails

1. Lack of Clear Vision:
   Without defined goals, transformation efforts can become disjointed. It is important to define what the organisation is trying to achieve and ensure that the leadership group is on board.
2. Poor Communication:
   Employees may feel disconnected or threatened by changes and resistance increases. Everyone needs to understand the destination and the reasons why the organisation is going there.
3. Over-Reliance on Technology:
   Tech without process improvements can add complexity rather than reduce it. Invest in good process design that is enabled and supported by technology.
4. Ignoring Culture:
   HR changes that clash with company culture often face resistance. Working closely with the business ensures that the transformation delivers a solution that will be adopted by the business as well as delivering on the promises of the HR Transformation programme.
5. Insufficient Training:
   HR staff and managers struggle to adapt to new systems or roles. You only get one chance to make a good impression so ensuring that the HR staff are well trained will ensure a positive impression from the business and a great reputation for the programme.

B2E Consulting has considerable experience in managing and delivering HR Transformation Programmes. Please do get in touch if you have any further information requirements.

Alex King is a Delivery Partner at B2E Consulting. Previously she has been a Solution Architect for many HR Transformation Programmes at several Investment Banks and an ex Senior Manager from Accenture.

About the author, Alex King.

Alex spent the first ten years of her career at Accenture specialising in change management & process design for financial services organisations. She then moved to roles at Deutsche Bank and Credit Suisse where she worked on large scale HR transformation projects.

More recently she has worked for a startup Lloyd’s of London Broker as Head of Organisational Effectiveness.

When Alex is not working, she enjoys a renovation project, spending time with family and friends and is a keen visitor to all things National Trust!

Did you know that Consulting Resource Augmentation is a $10 billion business worldwide?  Despite the size of the market and it’s importance to successful delivery of projects it is often overlooked.

Let’s start with what do we mean by resource augmentation?  Resource augmentation is a business strategy where a company temporarily hires external professionals or teams to supplement its existing workforce. This is a cost-effective approach and allows companies hiring skilled professionals only when needed instead of maintaining a large full-time staff. Typically, Resource augmentation is where a company is looking for one or a small team of ‘Big 4’ type of consultants to:

• Help support delivery by bolstering a project team or providing some subject matter expertise in transformation/project management – basically provide skills where they need supplementary capacity or capability
• Face off against or manage top tier consultancies in a programme or to help deliver a transformation project – they provide expertise in helping them manage the ‘top tier’ consultants having been one themselves.

There are two questions a company should consider. Firstly, where you go to get these types of consultants and how do you minimise costs/get the best quality person and secondly, should I utilise one or many companies to help get the right consultant?

1. Where to find Resource Augmentation Consultants?

The best consultants are those who brings expertise, who aligns with your business needs, fits in with your culture, communicates effectively, and delivers measurable results.

There are various types of companies that can provide these resources:

• The Top Tier Consultancies who can provide expertise but who can be more expensive and require extensive onboarding and offboarding management.
• Recruitment agencies can go and find individual consultants but may themselves not have a background in consulting and therefore will rely on the client to interview a consultant thoroughly to ensure that they are the correct fit. This all adds time to the process and has an associated cost.
• The third type is those niche consultancies who specialise in providing these types of resources and who often have smaller overheads and can often offer lower rates.

2. Should one or multiple companies be selected to find a resource?

This depends on several factors, such as urgency, specialization, and the level of exclusivity you want. What are the advantages and disadvantages of each option?

Using One Company (Exclusive Partnership)

Having an exclusive relationship with one trusted partner can have several advantages:

• Stronger Relationship – The consultancy company gets to know your company culture, needs, and preferences better allowing them to source a consultant who fits with your organisation
• Less Administrative Work – You don’t have to manage relationships with multiple companies, making administration easier and cheaper
• More Competitive Pricing – Some companies offer discounts for exclusivity or discounts for volume, also less costs for onboarding and offboarding the client

Disadvantages:

• Slower Results (Potentially) – If the company doesn’t have access to a broad talent pool, it might take longer to find the right consultant
• Limited Candidate Options – You are relying on one company’s network, which may not cover all available consultants.

Using Multiple Companies (Non-Exclusive Approach)

 Advantages:

• Wider Talent Pool – More companies may mean access to more consultants
• Faster Hiring – Companies compete to fill the position quickly (although whether this delivers the quality required is questionable)

Disadvantages:

• Many consultancy firms all working on getting the right resource can be motivated by the wrong things, usually substituting accuracy and thoroughness for speed in order to try to beat their competitors. Finding the right candidate is not about speed. It’s about being thorough.
• More Administrative Work – Managing multiple companies means more coordination, potentially duplicate consultants, and inconsistent communication and therefore increased costs.

Best Approach?

B2E Consulting believes that using a single trusted advisor partner who knows your culture and company and who thoroughly vets the consultant will find you the best talent for resource augmentation.

B2E Consulting is staffed by ex-top tier consultants, so we understand your requirements. We have a network of over 20,000 consultants – the majority of which are ex-top tier consultants or have considerable blue-chip experience and by having lower overheads, B2E Consulting is able to deliver quality consultants for resource augmentation at a very competitive rate.

Our experienced Delivery Partners mean you have one person to contact throughout the process which will reduce the amount of time/cost required for any administration. They also conduct through vetting of any consultants to save your time and money and ensure that you get exactly the right type of consultant to help you successfully deliver your project.

B2E Consulting has considerable experience in providing Resource Augmentation. Please do get in touch if you have any further information requirements.

Alex King is a Delivery Partner at B2E Consulting. Previously she has been a Solution Architect for many HR Transformation Programmes at several Investment Banks and an ex Senior Manager from Accenture.

About the author, Alex King.

Alex spent the first ten years of her career at Accenture specialising in change management & process design for financial services organisations. She then moved to roles at Deutsche Bank and Credit Suisse where she worked on large scale HR transformation projects.

More recently she has worked for a startup Lloyd’s of London Broker as Head of Organisational Effectiveness.

When Alex is not working, she enjoys a renovation project, spending time with family and friends and is a keen visitor to all things National Trust!

April joined B2E Consulting in the Summer of 2023 as a Career Changer in our B2E Academy programme. Since then, she has been supporting a FTSE 100 Financial Services client as part of the wider B2E Consulting team. In this article, April reflects on her 18-month transition from ecommerce to financial services, highlighting the transfer of key skills, development of new expertise in project management and financial forecasting, and the professional growth achieved through adapting to a dynamic and high-pressure environment.

Introduction
Transitioning into the financial services sector marked a significant change in my career progression. Having spent almost a decade in ecommerce, I was accustomed to a fast-paced environment focused on online retail. Roles such as social media customer service, product writing in luxury ecommerce, and content production management  provided me with a strong foundation in communication, stakeholder management, and process optimisation. However, my move into financial services introduced me to a new set of challenges and opportunities, expanding both my skill set and professional outlook.

Transferring Skills from Ecommerce to Financial Services
Although the industries differ, many of the skills I developed in ecommerce were directly transferable to my new role. Communication, stakeholder management, and time management were crucial in both settings. My previous experience in managing relationships with stakeholders across various departments helped me quickly integrate into the financial services environment, where collaboration across teams is essential.
Clear communication has been pivotal in keeping teams aligned and ensuring that project goals and expectations are consistently met. Additionally, my experience with minute-taking and managing meetings helped me document key actions and decisions, which are vital for staying on track and ensuring accountability across multiple projects.

Time Management and Prioritisation
Time management has been a central skill throughout my career, particularly during my time in financial services. The sector’s demanding pace requires the ability to prioritise tasks effectively, especially when managing multiple projects simultaneously. I have found that effective time allocation and an understanding of which tasks require immediate attention have been essential in meeting deadlines and ensuring that work is completed to the highest standard.
This ability to manage competing demands has not only allowed me to stay on top of my responsibilities but also enabled me to contribute meaningfully to the success of multiple projects, from project rollouts to financial forecasting.

Professional Development and Certification
As part of my commitment to long-term career growth, I sought to further my qualifications while transitioning into financial services. I pursued the Prince2 Project Management certification, which provided a structured approach to managing projects and processes. The methodology taught me how to break down complex initiatives into manageable steps and ensured that I could apply industry-standard practices to the projects I was involved in.
This certification has proven to be an invaluable tool in my new role, enhancing my ability to manage projects effectively and increasing my credibility within the sector.

Gaining Insights into Business Analysis
A key part of my role involved rotating through the Business Analysis team, where I gained valuable insights into process mapping and system understanding. This experience was crucial in helping me better understand the underlying mechanics of financial services projects and how to identify inefficiencies in workflows. The ability to map out complex processes and suggest improvements became an essential tool in delivering successful outcomes for various projects.
This exposure also gave me a deeper understanding of how strategic decisions are made and how small changes in process can have a significant impact on overall performance.

Project Management Office (PMO) Experience
One of the most enriching experiences during my time in financial services was working within the Project Management Office (PMO). My role was focused on supporting the rollout of a new project management tool, which required upskilling the workforce and ensuring that the tool was used effectively across teams.
The project demanded attention to detail, time management, and adaptability, as we encountered challenges such as slow uptake and a high workload across teams. However, despite these difficulties, the project was ultimately deemed a success after 14 months. This experience reinforced the importance of clear communication, flexibility, and perseverance when managing large-scale projects.

Financial Forecasting and Budget Management
Another significant aspect of my role involved engaging with project financials. I was tasked with tracking project spends and contributing to budget forecasting for the upcoming year. This responsibility enhanced my understanding of financial decision-making and improved my ability to allocate resources effectively across multiple projects.
By gaining a deeper understanding of the financial elements involved in project management, I was able to provide more informed input during planning and budgeting discussions, ensuring that projects remained on track and within financial constraints.

Adapting to High-Pressure Environments
Working in financial services required the ability to adapt to high-pressure environments. With constantly shifting priorities and competing demands, I learned to stay flexible and agile in my approach. Being able to collaborate with various teams and offer support where needed was essential in ensuring that projects stayed on track and deadlines were met.
This experience reinforced the value of a collaborative mindset and the importance of being adaptable in an ever-changing work environment.

Conclusion: A Period of Growth and Development
Looking back on my 18 months in financial services, it is clear that this period has been one of significant professional growth. The skills I brought from ecommerce—such as communication, stakeholder management, and time management—have been invaluable in this new environment. At the same time, I have acquired new expertise in business analysis, project management, and financial forecasting that will continue to serve me well in the future.
As I move forward in my career, I remain committed to furthering my professional development, taking on new challenges, and continuing to learn from those around me. My experiences in financial services have provided me with a strong foundation for success, and I look forward to the next steps in my career with confidence.

About the author – April Clarke:

April joined B2E in the summer of 2023, brining with her a wealth of experience in e-commerce accumulated over eight years across various retail companies.

Interests: Outside of work, April is a keen traveller is with an interest in fitness, especially walking and cycling and enjoys dining out at a variety of establishments.

In our previous article, we explored the transformative impact of the B2E Consulting Academy in equipping consultants to thrive with our FTSE 100 financial services client. Since then, the Academy has broadened its horizons, partnering with a leading multinational food and beverage organisation. This exciting step showcases the Academy’s growing ability to develop cost-effective, high-performing consultants who deliver exceptional value while preparing for leadership roles across industries. 

Breaking New Ground: The Academy’s Latest Partnership 

The B2E Consulting Academy is thrilled to be expanding our work with an established client by supporting their Data Analytics division on an exciting new project. Our Academy consultant is providing the role of PMO and Technical Project Management, tackling challenges like data integration, testing, and governance improvements. From administrative support and project planning to process optimisation and management reporting, their contributions are already making a real difference. This partnership highlights the Academy’s adaptability and the ability of its consultants to integrate seamlessly into a client’s team, delivering tangible value from day one. 

Raising the Bar: A Proven Model for Success 

At the heart of the Academy’s achievements lies a structured approach to talent development, preparing consultants to excel in complex environments and exceed client expectations. Here are the key elements driving this success: 

1. Comprehensive Training and Certifications – Academy consultants receive tailored training programmes that blend hands-on experience with industry-recognised qualifications, such as PRINCE2, Agile, and CBAP. This combination ensures they possess both the technical expertise and theoretical knowledge to thrive in demanding roles. 
2. Diverse Rotational Assignments – Consultants gain broad experience through structured rotations across roles such as business analysis, PMO functions, and project management. This approach fosters a versatile skill set and equips them to address clients’ needs from multiple perspectives. 
3. Continuous Feedback and Growth – Regular performance reviews and constructive feedback help consultants track their progress, identify areas for improvement, and refine their career aspirations, ensuring ongoing development aligned with client expectations. 
4. Cost-Effective Excellence – By delivering the impact of seasoned professionals at a fraction of the cost, Academy consultants offer clients an unbeatable combination of quality and value. 
5. Commitment to Equality, Diversity, and Inclusion (ED&I) – Reflecting B2E Consulting’s broader ED&I principles, the Academy promotes a diverse and inclusive environment, providing opportunities for consultants from all backgrounds to thrive and contribute meaningfully to client outcomes.

Delivering Exceptional Outcomes 

The B2E Consulting Academy consistently achieves outstanding results, both for its consultants and the clients they support: 

• Permanent Opportunities: Every consultant who has completed the Academy programme has been offered a permanent role by their client, progressing into positions such as Programme Manager, Project Manager, and Business Analyst. 

• Rapid Value Creation: Feedback highlights that Academy consultants deliver measurable results within months, often outperforming expectations and rivaling the contributions of more experienced professionals. 

• Client Confidence: Success stories have spurred discussions around expanding the Academy’s remit, including increasing consultant intake and exploring additional areas where its expertise can add value. 

Building Future Leaders Through Succession Planning 

The Academy doesn’t just develop talented consultants; it creates a pipeline of future leaders for clients, ensuring continuity and long-term value. Key elements of this approach include: 

1.  Effective Onboarding – Comprehensive onboarding programmes ensure consultants hit the ground running, quickly adapting to clients’ cultures and expectations. 
2. Mentorship and Reverse Mentoring – Consultants receive guidance from experienced mentors, who share insights and model leadership behaviours. They also engage in reverse mentoring, offering fresh perspectives to senior stakeholders. 
3. Leadership Skill Development – Through hands-on opportunities such as managing initiatives, leading cross-functional teams, and presenting to senior leaders, consultants gain the skills needed to step confidently into leadership roles. 
4. Structured Career Development – Personalised career plans and regular feedback ensure consultants achieve their professional goals in alignment with clients’ strategic objectives. 
5. Recognition and Engagement – The Academy fosters a supportive environment where consultants feel valued. Regular recognition of achievements helps maintain motivation and engagement, contributing to long-term retention. 

What’s Next for the Academy? 

The success of the B2E Consulting Academy has paved the way for expansion. We’re exploring opportunities to increase consultant intake and broaden the roles offered across client organisations. These developments underline the Academy’s scalability and flexibility, enabling it to adapt to the evolving needs of global clients. 

Conclusion: Setting a New Standard in Talent Development 

The B2E Consulting Academy is far more than a training programme—it is a dynamic initiative that transforms promising talent into high-performing consultants and future leaders. Its unique ability to adapt across industries, deliver cost-effective results, and align with clients’ strategic goals positions it as a trailblazer in consulting talent development. 

 From supporting financial services giants to partnering with global food and beverage leaders, the Academy continues to deliver exceptional outcomes. By fostering a culture of continuous learning, inclusivity, and professional growth, it ensures every consultant is equipped to drive innovation, deliver results, and leave a lasting impact. 

 As the Academy expands its reach, it reaffirms its role as a critical driver of success for clients and consultants alike, setting a benchmark for talent development programmes across 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!

Introduction

The majority of large enterprises are under increasing cost pressure to deliver more for less – budgets for Consultancy are being reduced, and spend is being put under much tighter governance controls by senior executives.

This article examines the steps that Procurement can take to maximise the value, and minimise the cost, of Consultancy spend:

1.Selection

This is the first step in the process and selection is key, so choose your consultancy firms carefully, and don’t just invite (and select) firms out of habit!

When running competitive bids consider involving a mix of suppliers to provide you with options, whilst ensuring that the selection criteria are considered on a case-by-case basis.

The supplier selection criteria could include considerations such as:

• Company Experience and Capability
• Location and Reach
• Approach and Methodology
• Time to Deliver
• Team make-up and skill sets, and of course
• Price

The brand strength of the supplier should typically not be a consideration, although this can sometimes be relevant when key external messages need to be conveyed.

 In summary, it’s best to select the consultancy provider that is right for your company, and for your requirements, each and every time.

2. Contracting

There are a wide range of contracting models available to improve your ability to drive value for money from your consultancy supplier.

To start, it’s important to always ensure that your project requirements are clear, unambiguous, and stretching.

• Straightforward time and materials (T&M) agreements are easy and sometimes appropriate, but often are not
• Instead, look to milestone payments being present in the contract, and ensure that they are set at proportionate levels with clear client acceptance criteria
• Consider alternate payment structures that could include retaining sufficient payment percentage for the final step of the project. It’s also worth considering gain-share and other reward pricing structures that guide and encourage consultancies to focus on the key objectives, timeliness and effectiveness of delivery.

3. Management

Even assuming the optimal selection of your consultancy firm and effective contracting, significant value can still be lost at the delivery stage.

The management of the consultancy engagement from your client perspective is a key consideration – showing interest, taking personal accountability, and holding the consultancy firm to high standards.

It’s also important to recognise that successful consultancy engagements are rarely dependent solely upon the performance of the consultancy firm.

The client also has a key role to play in ensuring that:

• Insights to the client’s culture, standard operating procedures and any legacy issues are shared
• All resources are available at the time required (this could include staff availability or access to systems and data)
• Key client decisions are made in a timely manner so as not to delay the project mobilisation and progress

So it’s a good idea to be aware of the contract, but it’s generally not a good idea to quote it excessively or use it too quickly as a stick (or too often)!

But it is important to hold your consultancy firms accountable, and to strive for collective success.

Conclusion

Driving value from every penny spent on consulting services is essential in the current climate, as large organisations are under increasing pressure to deliver more value from smaller Consultancy budgets.

This article was written in conjunction with our B2E Procurement Principal Stephen Green, who would be pleased to provide expert insight into these issues.

About the author, Paul Hutchison

Paul has over 30 years commercial and senior management experience in Technology and Services organisations. As UK Director of Commercial Operations, Paul led the merger planning, restructuring and systems migration of Konica Corporation and Minolta Inc.

He has worked for UK, US and Japanese companies, as a Director of quoted and private businesses, and as an interim consultant.

The majority of global organisations are under increasing cost pressure to deliver more for less and are focussing on driving innovation through the business in order to stay competitive. The question is how to still deliver this innovation whilst reducing consulting spend? 

When it comes to selecting a consulting partner, businesses face a critical decision when choosing between Big 4 consulting firms and niche, specialised consultancies. Both types of firms have advantages and disadvantages but, what if you could combine the best of both worlds in the shape of B2E Consulting? 

B2E Consulting represents a unique fusion of the personalised, client-focused approach of boutique consulting firms and the scope of resources and robust, methodology-based approach of the Big 4 consulting giants.   

B2E Consulting offers access to over 20,000 consultants – the majority of whom have Big 4 backgrounds or blue-chip company experience but can be deployed at a significantly lower cost.  Added to this, the flexibility to have just one consultant or a team of experienced specialist consultants, means that B2E Consulting holds a unique position in the market. 

To help organisations make an informed decision, we can explore the strengths, limitations, and unique characteristics of each and outlines how B2E Consulting measures up. 

Niche Consulting  

Niche consulting firms often specialise in a particular industry or services. This can be particularly valuable if you are in a specialised industry or just need one incredibly experienced person to help shape and deliver a project.  

• Niche consultants can also be cost effective. While Big 4 firms offer mass resources and reputation, they typically charge premium fees for their services due to their own high internal cost bases, which can be challenging for companies with their consultancy budgets under pressure, as well as smaller companies. Niche firms, on the other hand, often provide similar services at more competitive rates, as they focus on narrowly targeted solutions instead of broad, one-size-fits-all approaches​. 

• ​Smaller consulting firms often offer a more personalised approach, with senior consultants more directly involved in day-to-day project execution. This means that clients can benefit from close, ongoing relationships with seasoned professionals who are committed to their projects, rather than having relatively inexperienced junior staff carry out most of the work, as can happen in larger firms​. 

• Big 4 firms are large, complex organizations with formal structures and processes. While these structures can ensure quality and consistency, they can also slow down project timelines. Smaller consultancies typically have less bureaucracy, making it easier to implement decisions and execute projects swiftly​ 

• True niche consultancies can be more agile and flexible in some aspects of their approach but equally, having a narrow resource pool to call upon can limit the breadth of skills, experience and methods available to their clients.  

Big 4 

The Big 4 consulting firms are renowned globally and have vast experience across industries, geographies, and practice areas. Key strengths of the Big 4 include: 

• The Big 4 firms can deploy mass Resources to meet the demands of large-scale projects. This can be particularly beneficial for complex, multinational projects that require a wide array of expertise. 

• Big 4 firms are recognized and trusted brands in the business world, often providing clients with confidence that they are willing to pay a premium for. 

• Access to Research: Big 4 firms are often high profile ‘thought leaders’ and conduct extensive research that their clients both pay for in fees but also benefit from if they are looking for consultants to lead innovation in their organizations.  Their insights and proprietary tools can often benefit these clients as they look to stay ahead of trends. 

In summary, while Big 4 firms are known for their large networks, brand strength and breadth of offerings; a niche consultancy can offer advantages in terms of cost, specialist focus, personal attention, and flexibility, especially for projects that demand unique expertise or a hands-on approach.  

B2E Consulting 

B2E Consulting was founded by an ex-Accenture Partner and the core Delivery Partners who look after clients are all ex-Big 4 Consultants. This means that B2E Consulting can leverage the strengths of both worlds to deliver exceptional value to our clients, ensuring tailored solutions that meet the specific needs of businesses while maintaining the rigour and expertise associated with larger firms. 

• Personalised Service: B2E Consulting prioritizes understanding the unique challenges and goals of each client and Stakeholder. This personalised approach ensures that solutions are not only effective but also resonate with the organizational culture. 

• Expertise and Resources: By drawing on the extensive knowledge and tools of our 20,000+ expert consultants, who in the majority are from Big 4, B2E Consulting can tackle complex problems with a level of sophistication and depth that smaller firms may struggle to match. 

• Agility and Flexibility: Unlike larger firms that may be bogged down by bureaucracy, B2E Consulting retains the agility of a boutique firm, allowing for quicker decision-making and more adaptive strategies. B2E Consulting can offer an experienced individual or a large team with the agility to do this at speed. 

• Cost: B2E Consultants are much more cost effective offering a substantial discount (circa 50%) compared to the Big 4 consulting teams 

Conclusion 

B2E Consulting effectively combines the best elements of Niche consulting firms and the Big 4, creating a consulting model that is both client-centric and resource-rich. This innovative approach not only addresses the immediate needs of businesses but also fosters a sustainable environment for growth and employee satisfaction.  

As organizations continue to navigate the complexities of the modern business landscape, B2E Consulting stands out as a partner committed to driving success through collaboration and tailored solutions. 

About the author, Alex King.

Alex spent the first ten years of her career at Accenture specialising in change management & process design for financial services organisations. She then moved to roles at Deutsche Bank and Credit Suisse where she worked on large scale HR transformation projects.

More recently she has worked for a startup Lloyd’s of London Broker as Head of Organisational Effectiveness.

When Alex is not working, she enjoys a renovation project, spending time with family and friends and is a keen visitor to all things National Trust!

At B2E Consulting, we’re leveraging the power of Artificial Intelligence to drive transformation for our clients. For one of our FTSE 100 financial services clients, AI is revolutionising customer engagement and enhancing Learning and Development strategies. But it doesn’t stop there—we’re also using AI to innovate how we share our own story!

What once required significant investment, lengthy lead times, and external expertise, can now be achieved with just a laptop and a clear message. AI is changing the game in the development of promotional videos, and we’re excited to show you what we have achieved. Watch the video and see what you think!

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!

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.