Operators, not observers.
Board-level advice and hands-on execution across enterprise strategy, operations, technology, AI, M&A and transformation.
Execution is where value is decided
Most programmes fail in delivery rather than design. Boards need operators who can diagnose, mobilise and lead the work, not only recommend it.
Of organisational transformations succeed in improving performance and sustaining the gains.
McKinsey, The science behind successful organisational transformationsOf chief executives say their boards are rushing AI transformation.
BCG, CEOs and Boards Survey, May 2026Of senior executives say AI adoption is pulling their organisation apart.
The Conference Board, C-Suite Outlook 2026The hardest problems do not sit neatly inside one function. North Axiom works with boards, CEOs, investors and leadership teams where strategy, operating model, technology and execution intersect.
Where we work
CEO AI advisory, COO transformation advisory and CTO advisory, across the whole enterprise agenda.
Decisions that cannot be delegated
For boards and CEOs. Strategy, portfolio choices, the AI agenda, operating model, transformation governance and executive decision architecture.
Turn strategy into an operating system
For COOs. Productivity, organisation, controls, supply chain, service operations, working capital, cost and execution.
Technology as an enterprise-value agenda
For CTOs. Architecture, platforms, data, cloud, technology cost, resilience, cyber governance and delivery.
From AI ambition to operating value
Use-case economics, workflow redesign, agents, governance, adoption and value-realisation systems.
Value creation before, during and after the transaction
Operational due diligence, technology due diligence for private equity, M&A technology integration, separation, carve-outs, Day One and 100-day plans.
An operating partner when the portfolio needs one
For private equity. Diligence, 100-day plans, EBITDA improvement, transformation offices and exit readiness.
When the business needs an operator, not another workstream
Interim CEO roles, interim COO transformation and interim CTO leadership for AI, subject to capability and conflict review.
Advise. Mobilise. Operate. Transfer.
Four ways to engage, defined by the outcome rather than by headcount.
Advise
Board and executive counsel on a defined question.
Mobilise
Set up the programme, the team and the plan.
Operate
Lead the work directly, including interim executive roles.
Transfer
Hand ownership back to the management team with the controls in place.
Executive diagnostic
What is constraining enterprise value? Each answer leads to a prioritised intervention.
Placeholder. This becomes an interactive diagnostic once built.
The structure of a leadership engagement
The typical sequence for a chief executive engagement.
Selected prior executive experience
Founder with CEO, COO, CTO and AI leadership experience. Everything below must be checked against your CV and supporting documents before it is published. Results from previous employers must never be presented as North Axiom results.
- Fill in: EmployersNames of previous companies
- Fill in: Roles and datesTitles held and when
- Fill in: ScaleRevenue or P&L managed
- Fill in: TransactionsDeal values
- Fill in: ProgrammesProgramme values
- Fill in: PeopleHeadcount led
- Fill in: ReachCountries covered
- Fill in: ResultsSavings or improvements delivered
Productised engagements
Defined scopes with a fixed timetable and a named output. Fill in: duration and fee for each engagement. No major firm publishes fee ranges for these, so ours must be set from our own cost base
Board AI and operating model diagnostic
- When to use it
- The board needs a defensible view of where AI can create value and what it would take.
- What we do
- Review the operating model, data and processes; size the value at stake; test feasibility and control.
- What you receive
- A board paper, a ranked use-case list and a costed route to the first outcome.
- What we measure
- Value at stake identified, and the decisions the board must take.
Enterprise full-potential review
- When to use it
- Performance is below what the business should be capable of, and the causes are unclear.
- What we do
- Assess growth, margin, cash, technology and organisation against a defined potential.
- What you receive
- A quantified opportunity map with sequencing and dependencies.
- What we measure
- Size of the prize by lever, and the time to capture each one.
COO operating model redesign
- When to use it
- Structure, decision rights and processes no longer fit the strategy.
- What we do
- Redesign the operating model, spans, controls, decision rights and management routines.
- What you receive
- A target operating model, a transition plan and the governance to run it.
- What we measure
- Cost to serve, span of control, cycle time and decision latency.
CTO and technology reset
- When to use it
- Technology cost, delivery or resilience is holding the business back.
- What we do
- Review architecture, platforms, data, delivery and technology economics.
- What you receive
- A target architecture, a delivery model and a costed roadmap.
- What we measure
- Run cost, delivery throughput, incident rate and technical debt.
Technology cost transformation
- When to use it
- Technology spend is rising faster than the business it supports.
- What we do
- Baseline spend, benchmark it, and build a costed reduction plan across cloud, licences, vendors and delivery.
- What you receive
- A phased savings plan with owners, risks and run-rate impact.
- What we measure
- Technology run rate, cost per unit of business, and savings realised.
M&A technology and operations diligence
- When to use it
- A transaction is in progress and the operational and technology position is unclear.
- What we do
- Assess technology, operations, people and one-off costs, and test the value-creation plan.
- What you receive
- A diligence report, a risk register and a Day One readiness view.
- What we measure
- One-off and run-rate costs identified, and risks quantified.
Carve-out readiness
- When to use it
- A business is being separated and must be able to stand alone.
- What we do
- Define the separation scope, TSA requirements, data ring-fencing and standalone build.
- What you receive
- A separation plan, a TSA schedule and an exit route from each service.
- What we measure
- TSA duration and cost, separation milestones and standalone readiness.
100-day value creation blueprint
- When to use it
- A deal has completed and the first hundred days will decide the outcome.
- What we do
- Translate the investment thesis into an executable plan with owners and measures.
- What you receive
- A Day One plan, a 100-day plan and the reporting to run them.
- What we measure
- Milestones delivered on time, and value captured against plan.
Bring North Axiom into the room
Share the decision in front of your board or leadership team.
Information on this website is provided for general information only and does not constitute investment, legal, tax or accounting advice.
Experience and outcomes achieved in prior executive roles are attributed to those roles and should not be interpreted as results achieved by North Axiom Capital unless expressly stated.