The business had built its success on long-term contracts and a volume-driven model, earning margin through scale and repeatable delivery. But as customer expectations shifted toward greater agility and innovation, it became clear that the old model wouldn’t be enough. Without a change in direction, revenues and profitability would decline significantly as legacy contracts matured and follow-on platforms entered a lower volume of support requirement early within their lifecycle. New opportunities demanded different capabilities.

The underlying structure of the business reflected its past: capability was built contract-by-contract, creating operational silos and limiting the efficiency and flexibility needed for sustainable growth. International presence was limited, and most revenue remained tied to the UK market – exposing the business to concentrated risk at a time when diversification was becoming essential.

This wasn’t just a commercial challenge; it was a strategic inflection point. The organisation needed to reimagine its capabilities, restructure how it thought about growth, and build a business model that could defend its current position while creating new, sustainable opportunities for the future.