Value creation services for investors, boards and business owners
Better performance needs more than a plan. ATP helps UK businesses identify practical improvement opportunities and implement the changes behind them. We work alongside management teams across operational and commercial performance, combining experienced leadership with specialist delivery support.
Discuss your value-creation priorities
When you need more than advice
You may know where the business needs to improve but lack the time, specialist capability or leadership capacity to make it happen. Or you may need a clearer view of which opportunities are worth pursuing first.
ATP can support:
Investors and portfolio companies after acquisition or during the hold period, when an investment plan needs to become operational action.
Boards and management teams dealing with underperformance, change or competing delivery demands.
Business owners preparing for sale who want to address operational and commercial weaknesses before a transaction.
Leadership teams in transition that need experienced support while capability is strengthened.
The starting point is your business situation, not a standard list of projects.
What operational value creation means
Operational value creation is about improving how a business performs: what it earns, the cash it generates, how reliably it serves customers and its ability to sustain improvement.
Cost reduction can be part of that work, but it is not the whole picture. Pricing, customer profitability, productivity, stock management, management information and the ability to execute all affect performance. A useful programme connects the actions being taken to the outcomes that matter to the business.
Where ATP can help
Improve profit and commercial performance
Examine pricing, customer profitability, trading terms and structural costs to identify practical routes to stronger performance.
Strengthen procurement and cost control
Review spend, supplier arrangements and purchasing processes, with attention to operational needs as well as the price paid.
Improve operations and supply chain
Address productivity, processes, inventory and the operating model so that performance improvement is supported by how the business actually works.
Improve working-capital visibility and performance
Look at cash tied up in the business and the management information needed to act on it.
Put data and AI to work
Use reliable information, reporting and appropriate technology to support decisions and delivery. The business problem comes first; the tool follows.
From assessment to implementation
ATP's published transformation approach starts with a rapid assessment, then a focused delivery programme and sustained implementation. It brings together financial and operational analysis, prioritised initiatives, performance measures and support for the management team.
The published framework includes an initial 2–4-week assessment, a 100-day implementation phase and a longer 6–12-month delivery phase. These are framework stages, not a guarantee of the duration or outcome of every engagement.
See how the ATP approach works
Examples of value creation in practice
City Sprint: companywide turnaround
ATP was asked by investors to conduct commercial and operational due diligence and then deliver the agreed turnaround plan. The published case describes a companywide transformation spanning operations, service, people and commercial pricing.
Read the City Sprint case study
Southgate Global: operational delivery after acquisition
ATP reviewed operations and implemented changes across warehousing, stock control and management systems. The case illustrates the practical work behind a more effective operating model.
Read the Southgate Global case study
T M Lewin: turning identified opportunities into action
Following pre-transaction commercial due diligence, ATP supported implementation across categories, stores, procurement and stock. It is an example of delivery extending beyond the initial review.
These are examples from ATP's published case studies. Outcomes relate to individual assignments and are not a forecast or guarantee for another business.
Experienced operators and specialists
ATP's team includes senior business leaders and specialists across commercial performance, operations, finance, procurement, supply chain, technology and people. The focus is practical support for the work that needs to be done.
Mark Winsbury, ATP's Value Creation Officer, is an accredited member of the Institute for Turnaround.
Questions about value-creation support
Is value creation only for private-equity-backed businesses?
No. Investors and portfolio companies are an important part of ATP's work, but operational and commercial improvement is also relevant to business owners, boards and management teams.
Is this the same as a cost-reduction programme?
Not necessarily. A value-creation programme can combine profit, cash, growth and operational priorities. The right focus depends on the business and the evidence, rather than an assumption that every challenge is a cost problem.
Can ATP help implement the plan?
Yes. ATP's published approach and case studies include implementation alongside assessment and planning. The support required should be discussed in the context of the assignment.
What should a value-creation plan measure?
A credible plan should distinguish an identified opportunity from a delivered benefit. It should also separate recurring annualised improvement, cash released, one-off effects and the costs of implementation, using a clear baseline and period.
How do we start?
Start with your priorities, the business context and the timing. Contact ATP to discuss the support you need.
Discuss your next step
Tell us where performance needs to change. Whether the priority is an acquisition, underperformance, an operational challenge or preparation for sale, we can discuss where ATP's experience could help.
