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Consultants works with businesses to fix internal challenges or improve performance . We like to work alongside our client teams to identify potential barriers to growth or performance improvement , and then work through not just the diagnostic phase but also the actual support and delivery of any change programmes .
“ My business partner , Peter Ahye , is CEO , and we previously worked together at a company called Pattonair . We were leaving at the same time and decided to do something together rather than go off and do something individually . We work with an expert range of associates who are all deeply experienced in their fields . We use a combination of diagnostics to get to the root causes of clients ’ issues and then our industry experience and technology help solve problems or improve performance to drive growth ,” she explains .
Experience and capability
“ Currently , I think there are a few critical issues affecting the construction sector , including rising costs and inflationary pressures , material shortages and delays , labour shortages and , even more so now , increased regulations . In terms of solutions , I believe the real opportunities lie in leveraging technology and making the most of the more modern building information modelling techniques and digital twins . In terms of data and analytics , it ’ s about really understanding what ’ s driving some of the problems and leveraging the information and technology to solve the issues . Also , from my traditional supply chain lens , I think it ’ s crucial to consider the total cost of managing the whole supply chain , with an emphasis on planning and understanding what the operation needs to deliver and how to coordinate and optimise that ,” Sue shares .
“ Partnerships and collaborations are critical in this sector . The construction supply chain is generally very fragmented . As such , we must think about leveraging partnerships and collaborations to squeeze cost out of the supply chain by exploring alternative materials and methods , working together to look for opportunities to enhance efficiency , and reducing reliance on traditional labour ; all with the aim of lowering overall costs as well as supporting the sustainability agenda .
“ Our business model is all about experienced people adding capacity , capability and value . An example of Hexagon Consultants ’ approach in action was when we built the business case and programme , managed through to construction , of one of the UK ’ s key nuclear submarine infrastructure projects , providing the programme director , finance expert , procurement specialist , engineering resource and a construction project manager to the client team . We worked with them over an extended period to successfully deliver that project .
“ Another example is the completion of a proof of concept with HS1 , the high-speed rail line , to assess whether we could translate an enterprise digital twin from the aerospace industry and adapt it to the rail sector . To do this we had to establish a deep level of understanding and engagement across the entire Network Rail organisation . We completed that work within three months . Quite often , what we find is that companies have the ambition to do certain work , but they just either don ’ t have the capacity or they can ’ t release their own skilled resource to do so without potentially compromising their day-to-day operations . So , that ’ s where we step in and fill the gap because we have the experience and capability to get involved rather than simply advise .”
Implementing organisational change requires employee buy-in , as Sue explains : “ From my point of view , the biggest success is when you understand the impact of change on different employees and you ’ re able to communicate the reason for change in a way that enables them to relate it to
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