Challenging the business consultancy status quo

New Cambridge-based advisory firm brings decades of Big 4 experience to contribute to regional Phenomenon

CAMBRIDGE (26th February 2018) –

There’s a new game-changer to Cambridge businesses and it isn’t bound by industry or technology. Catering to the most ambitious scale-ups to those established industry heavyweights, this team of innovative forward-thinkers is ready to shake things up.

Cambridge Advisory Partners (CAP) is a boutique practice of highly-experienced consulting partners who work with entrepreneurs to accelerate business growth and routinely win in the market. They’ve been quietly perfecting their craft since setting up in 2017, but now CAP is ready to take the Cambridge business world by storm, opening eyes and minds to unimaginable possibilities. CAP is all about creating industry leaders through differentiation and agile opportunism.

CAP Managing Partner Stephen Warburton said,

“Having led Big 4 consultancy businesses for as long as I have, I could see a better way of working and with Cambridge Advisory Partners I have an excellent team who all share the view of looking for answers where different industries collide, and in the spaces in between.”

Cambridge is a hub of knowledge and innovation, but amongst its expertise opportunities are missed to turn them into business strategies due to a lack of overview. CAP is addressing this problem with its industry and technological neutrality, and distributed network of international experience in various capacities.

In their new approach to consulting, CAP wants to get to the very essence of business consultancy in the ever-connected digital society we live in. The art of going slow to go fast, a part of the Business Growth Paradox they subscribe to, is a difficult one to master but as a team of experts CAP knows its strengths and plays to them unashamedly.


CAP is a boutique practice of highly-experienced consulting partners comfortable with success and accustomed to ensuring clients accelerate business growth and secure market leadership.

CAP is all about creating industry leaders, ensuring our clients achieve significant differentiation and secure unrivalled market leadership, and then driving home that advantage.

CAP knows that when the most relevant insights are assembled, shared and challenged from multiple perspectives, the best opportunities and outcomes will emerge. CAP knows this is best achieved when you harness both behavioural drivers and technology differentiators to truly motivate, and when you are unbiased towards industry norms and perceived wisdom.

Are you wondering if we can do this for your business? If yes, please contact us and we'll be happy to help.

Photo by Paul Bence on Unsplash

Balancing stress with Professional Management

A recent survey by The Chartered Management Institute identified that, for those individuals who had invested in professionalising their skills:

  • 93% had developed greater self-awareness which allowed them to connect more effectively with co-workers
  • 86% had heightened self-confidence
  • By making significant “better decisions” they delivered, on average, £362,176 in added value to their organisations

But what does investing in professional management mean?

Stress against performance graph

Professional management, or professional managers, covers many areas of people’s working lives. One such important area is stress, as a motivator and a detriment.

Too much stress can lead to a cataclysmic drop off in performance needing weeks if not months of recovery time. We also know that without enough stimulation, or background stress, performance suffers and motivation dips. It’s a fine balancing act to ensure that performance is optimised without risking overwhelming. As people are often an organisation’s most valuable asset, professional managers need to understand what drives this and which interventions to be apply.

Professional managers set goals and objectives to manage that balance. In setting goals that are achievable with the resource, skills and talent that exists, they also support the development of a company culture with employees’ values.

Stress and goals chart

When goals are set which can be delivered entirely within the control of a given individual, as long as they are sufficiently challenging, stress levels should remain low and objectives should be met. More often than not an objective requires team co-operation or enablement from another. In these cases, the objective may initially heighten stress but as the individual accepts and starts to act on the need for support, realising that it is coming, goals and objectives should be met without undue stress.

However, once it becomes clear that the goal cannot be met either alone or with others, problems start to arise. This is when it’s necessary to look at alternative options or to re-set goals and objectives. Decisions need to be made if the individual is to avoid the dreaded realm of overwhelmed.

These will range from recognising the impossibility of the situation and retreating from the environment, compromising on values to achieve the desired outcome, or struggling on attempting to succeed but knowing that failure is inevitable and recurring. Clearly, neither the second or third options are acceptable, and the first is only acceptable if there is a fundamental mismatch between the individual and the organisation, at both a capability and values level.

This is where professional management needs to step in. The professional manager will look to how individuals and teams can be supported, joined and enabled for success. No-one goes to work with the aim of doing a bad job. The professional manager will facilitate access to people or tools that can help. They will allow sacred cows to be challenged and support new ways of working.

Investing in professional management is to create more “Win Win” situations for both the employee and the company. And where this isn’t possible, to say “No Deal”.

To put your people first, come and talk to us today.