Corporate strategy
Where to play, how to win, and what to stop doing. Portfolio reviews, growth strategy and the capital allocation that follows from them.
Explore the practiceStrategy & management consulting
The few decisions that matter, made well.
Meridian Partners advises boards and executive teams on strategy, operations and transformation. A partner on every engagement, fees tied to outcomes, and no two-hundred-page decks.
14 partners, average 21 years in the chair you sit in
Value unlocked for clients
$4.2B
$610M of it in 2025, audited
Taking two new engagements for Q1
Trusted by leadership teams at
HALVORSEN
Arden & Pike
kinsale
Ostrava Group
Brightwater
Calder Bank
What we do
Six practices, one senior team.
Most engagements draw on two or three of these. The partner who scopes the work is the partner who presents it to your board.
Discuss a mandateOperations & cost
Cost programmes that are still holding in year three. Procurement, footprint, supply chain and shared services, measured against your peers.
Explore the practiceMergers & integration
From target screen to day 100. Commercial diligence, synergy cases you can defend, and integration offices that keep the base business running.
Explore the practiceDigital transformation
Deciding where technology changes the economics of the business and where it is theatre. Then building the operating model to deliver it.
Explore the practicePeople & organisation
Spans, layers and decision rights. Org design that survives contact with the people in it, plus leadership assessment and succession.
Explore the practiceRisk & resilience
Scenario planning, regulatory readiness and the operational resilience work boards now ask about first. Practical, not a compliance binder.
Explore the practiceImpact
Measured the way your board will measure us.
Figures are checked each year by an independent accountant against what clients reported, not against what we projected. Read the methodology
$4.2B
Value unlocked for clients since 2015, verified against reported results
310+
Engagements delivered across 24 countries and 11 industries
92%
Of clients bring us back within two years of the first engagement
1 : 4
Partner-to-consultant ratio, roughly double the industry norm
How we work
Sixteen weeks from question to running change.
A typical strategy engagement. Operations and integration work runs longer, but the shape is the same.
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Weeks 1–3
Diagnose
Build the fact base with your numbers, not ours. Interview the top forty people and the customers who left.
- Value map and baseline
- Three questions worth answering
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Weeks 4–8
Decide
Options with real trade-offs, tested with your executive team in working sessions rather than read-outs.
- Board-ready recommendation
- Financial case, by quarter
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Weeks 9–14
Design
Turn the decision into owners, budgets and a ninety-day plan. The plan is written by your managers, with us.
- Initiative charters and KPIs
- Transformation office set-up
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Week 15 onward
Deliver
We stay through the first results, then step back. Fees from here are tied to the value the plan promised.
- Monthly value tracking
- A team that runs it without us
Financial services
Regional bank, $38B in assets
Taking $182M out of a bank’s cost base without closing a branch
The board had ruled out branch closures and the cost-to-income ratio sat eleven points above peers. We rebuilt the back office instead.
−9.4 ptsCost-to-income in 18 months
$182MRun-rate savings
Industrials
Distributor, 40 sites
One network out of three acquisitions
+31%On-time in full
$64MWorking capital freed
Energy
Utility, 2.3M customers
A transition plan the regulator approved first time
$2.1BCapex plan approved
14 moAhead of schedule
Industries
Deep in eleven sectors, fluent in the rest.
Every partner leads one sector. Numbers are engagements since 2020.
Leadership
The people who will be in the room.
Four of our fourteen partners. Each one has run a business, not only advised one.
Richard Hale
Managing Partner, New YorkFounded Meridian in 2009 after eighteen years at a global firm. Advises boards on portfolio strategy and CEO succession.
Lucía Ferrer
Partner, OperationsRan operations for a 9,000-person manufacturer before consulting. Leads our cost and supply-chain work.
Tobias Brandt
Partner, M&A, LondonHas led integration on more than thirty deals worth a combined $40B, most of them cross-border.
Sophie Marchetti
Partner, Digital, SingaporeFormer CTO of a European insurer. Helps leadership teams decide where technology changes the economics.
They didn’t hand us a strategy and leave. Their partners sat on our operating committee for eighteen months, argued with us when we needed it, and left behind a team that can do this without them.
Daniel Mercer
Chief Executive, Calder Bank
Mergers & integration
The first hundred days after close are mostly about the next thousand
Synergy cases are won or lost on decisions made before signing. Six we see skipped.
Digital
Where AI actually moves the P&L, and where it is still a demo
We looked at 64 deployments across our clients. Eleven paid back inside a year.
Operations
Why cost programmes stall in year two, and how to stop it
Savings rarely leak through one big decision. They leak through four hundred small exceptions.