About Berkeley

We’re about being there for our clients when it really matters. When it absolutely has to be right. Doing the right thing is both our ethos and sweet spot. And it’s why clients turn to us again and again



Find out how you can make a big change to your career by joining one of the best small firms in the UK.


I started out in Management Consultancy in 1997 having graduated from the University of Durham with a Masters degree in Astrophysics.  I have worked with some fantastic clients over the last fourte...

Hadley Baldwin, Partner

Hadley Baldwin

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The people

It's the people that make Berkeley different to other consultancies. Bright, friendly, down-to-earth people who are both thinkers and doers. Working by your side, as consultants and colleagues, to get the right results.

Case Studies

Our case studies show how we work with our clients to deliver real, effective change.

Identifying opportunities for collaboration between Operating companies

Cross-TOC collaboration

Berkeley were asked by the Managing Director of Rail Development at Go-Ahead Group to provide strategic advice to facilitate cross-collaboration across its diverse TOC’s.

Berkeley provided high quality end-to-end delivery.  I didn’t need to babysit the engagement, yet I felt sufficiently in control of the overall direction.  They very quickly tuned-in to the corporate culture and tailored the product in a way that gave it the best chance of gaining traction in the business. 
Charlie Hodgson – Managing Director, Rail Development, Go-Ahead Group

By rapidly establishing credibility at the most senior levels and adopting a very collaborative approach, Berkeley built strong alignment between functional directors across several autonomous businesses. This resulted in strong agreement on ‘what’ to do and created the ownership and commitment needed to ‘make it happen’ 

The Group CEO and CFO were able to use the wider operating model thinking at board level around (Figure 1):

  • Enhancing the vision and roadmap
  • Evolving the group structure
  • Aligning accountabilities and reward 

A key outcome was the acceptance that aligning accountabilities and reward can encourage a better balance between operational delivery within individual businesses and support for the broader Group agenda.






Jonathan Kennedy

Jonathan Kennedy

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