After two years in the public sector, I started my consulting career at PwC in 2010. Throughout my time there I developed a broad set of consulting skills designing and implementing large scale change...
Richard Holmes, Consultant
View Richard now
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.
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.
Whatever your long term career goals, we’re here to support you. Through an open dialogue, we help our people to build the capabilities, experiences and networks they need to boost their careers.
In The Press
News and stories from our publications around the world.
Home > News & Views > In the Press > Operational due diligence: Upside, downside, onside, blindside…
Written by Neil McClumpha, Partner at The Berkeley Partnership, for The Sunday Telegraph.
Due diligence processes are typically attuned to the commercial, legal and financial aspects of a potential acquisition.
Forensic, historical focused assessments of past performance and positioning are used to evaluate upside opportunity and downside risk. The current management team is assessed to determine whether it can be brought onside to work with the investment agenda. But too little attention is paid to a critical aspect of due diligence that can blindside the investor: the risk inherent in the target’s operating model.
See the full article on The Sunday Telegraph website.
Berkeley has 25 years’ experience in putting plans into action. This experience enables us to quickly assess where challenges are likely to arise as businesses seek to improve their operations, and target practical interventions accordingly.
Contact Neil McClumpha