Amey is one of the UK’s leading infrastructure and public services providers, operating in highly competitive and complex markets where differentiation and stakeholder confidence are critical.

Despite deep technical capability and a strong delivery record, Amey’s leadership recognised that the organisation was not fully realising its growth potential. Performance pressures were increasing, and existing approaches were no longer sufficient to secure the scale and consistency of growth required.

Amey engaged us as trusted external advisors to help identify where the greatest opportunity for value creation truly lay.

Through rigorous analysis, we identified that Amey’s most powerful, yet under-leveraged, driver of growth was not operational delivery, but its route to market, specifically the bidding and tendering process.

The organisation was competing effectively, but its full value was not being translated into compelling, stakeholder-aligned propositions at the point of decision.

This was not a capability gap.

It was a structural and strategic alignment problem.

We designed and delivered a strategy that fundamentally reframed how Amey approached tenders and large-scale bids.

This included:
• Repositioning Amey’s value proposition to align precisely with the priorities of government and private-sector commissioners
• Ensuring bids addressed both stated requirements and underlying stakeholder concerns
• Engaging stakeholders earlier to shape understanding and build confidence
• Creating a clearer strategic narrative that positioned Amey as a long-term partner, not simply a service provider

Building on this foundation, we supported the leadership team in positioning large, long-duration programmes to secure alignment across diverse stakeholder groups, ensuring shared understanding and stronger delivery conditions from the outset.

By identifying and activating this under-exploited source of value:
• Tender conversion rates increased materially
• Amey achieved clearer differentiation in competitive processes
• Large-scale programmes were secured with stronger alignment and delivery confidence

The Managing Director attributed over £100m in new business revenues directly to the strategy we designed and implemented.

What this demonstrates about our advisory role

This engagement reflects how we work, regardless of sector:
• We identify where value truly sits within the system
• We re-architect strategy, narrative, and operating logic to activate it
• We deliver measurable impact without relying on superficial change or cosmetic outputs

Our value does not come from artefacts.

It comes from clarity, alignment, and the disciplined activation of ambition.