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.


I graduated from Northeastern University with a BSBA in Accounting and Management Information Systems, and a Masters in Accounting. I am also a licensed Certified Public Accountant. Following gradu...

Julianne Meyer, Consultant

Julianne Meyer

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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.

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In The Press

News and stories from our publications around the world.

Adapting agile techniques for a hybrid approach

13th September 2016

Understanding which parts of agile are applicable and appropriate to a change programme is key to a successful outcome. The pursuit of the “agile business”, where multidisciplinary teams focus on solving business problems through the continuous evolution of capability, is seen as a response to the frequent failure of large, “waterfall” business change programmes.

But many organisations have mature financial and quality-control mechanisms that have been built around traditional waterfall ways of working. So when should you “go agile” and when should you stick to a traditional waterfall approach? This is a question that has confused many organisations as they prepare to undertake major programmes of business change. And it is a question that, according to Dave Machin, partner at The Berkeley Partnership, suggests they haven’t fully grasped what “agile” means.

See the full article on adapting agile techniques on Raconteur’s website.