Called in when
it couldn't wait.

What they were going through

BCG undertook an ambitious transformation programme across its finance and technology operations.

What was at stake

The programme was highly complex, requiring bespoke programme management and delivery execution across 90 countries and 15 concurrent workstreams.

What changed

TCG partnered directly with BCG's board on a bespoke advisory assignment to establish and guide the programme's governance. An elite transformation delivery team mobilised, executing the mandate on time and within budget. D&I KPIs transitioned intact to BCG's internal leaders.

What they were going through

Following a merger, Finastra launched a global transformation programme to deploy a new ERP, CRM, billing system and standardised finance processes worldwide.

What was at stake

The business faced intense operational ambiguity and required an internal consulting capability composed exclusively of Big 4-pedigree management consultants to execute the rollout.

What changed

Engaged to build this capability from the ground up, TCG mobilised a highly specialised global team. The quality of delivery secured an exclusive advisory partnership across their entire integration landscape, a mandate built on performance, not procurement.

What they were going through

Following the acquisition of eBay Classified Group, Adevinta embarked on a sweeping transformation journey to integrate and optimise its business functions.

What was at stake

The business needed to immediately design and execute transformation mandates across Finance, Data, HR and Technology (including an SAP S4 Hana implementation) across hubs in London, Barcelona and Paris simultaneously.

What changed

TCG orchestrated a multi-pillar transformation team across all critical European hubs. By taking ownership of the delivery capability, we enabled Adevinta's executive team to remain focused on core business continuity, achieving significant cost savings in the process.

What they were going through

The founder of this high-growth technology company needed a financial leader to drive its next phase of aggressive expansion.

What was at stake

The founder required a strategic executive capable of building a world-class institutional finance function and navigating the business through complex international funding rounds.

What changed

TCG led a targeted executive search to secure the exact CFO profile required. Following this success, we were retained to architect and build out the entire wider financial leadership team: VP Finance, VP FP&A, Head of Finance and beyond.

What they were going through

The leading betting and gaming business was undergoing a sweeping finance and commercial transformation.

What was at stake

Operating in a highly competitive market, the business had critical structural gaps across FP&A, M&A and commercial analytics, requiring rapid stabilisation and long-term strategic governance.

What changed

TCG executed a rapid capability build-out, deploying a dedicated team of commercial finance and M&A specialists to optimise decision-making processes during a period of complex market transition.

What they were going through

The leading digital remittance business was driving rapid international expansion.

What was at stake

Scaling in the hyper-growth fintech sector required the immediate implementation of robust financial governance, commercial intelligence and complex NetSuite architectures.

What changed

TCG led a critical advisory engagement to secure the commercial leadership and digital transformation expertise required for global scale. A specialised project team mobilised to execute system implementations and establish rigorous reporting functions at fintech speed.

What they were going through

The global discount retail chain was expanding and transforming its European finance and data analytics operations.

What was at stake

To sustain growth and competitive advantage, TJX needed to overhaul its reporting structures and successfully execute major digital finance transformation initiatives.

What changed

TCG was retained to design and execute a comprehensive capability build-out for their European analytics and finance functions. A dedicated team of data leaders deployed, enabling the flawless execution of their digital transformation goals.

What they were going through

The global food services and facilities management leader needed to centralise and strengthen its strategic financial planning across its diverse business divisions.

What was at stake

With an operational footprint spanning nearly 80 countries, the business required a leadership architecture capable of managing highly complex international financial operations and tax compliance.

What changed

TCG was engaged on a complex international assignment to overhaul financial governance. A specialised leadership team deployed to optimise large-scale financial processes, enforce rigorous global tax compliance and secure continued international expansion.

What they were going through

The globally recognised footwear and fashion brand engaged TCG to overhaul its finance and data analytics architecture.

What was at stake

With a rapidly expanding e-commerce and retail presence, the business lacked the financial intelligence and digital transformation frameworks required to inform critical commercial decision-making.

What changed

TCG led an advisory assignment to upgrade the brand's financial intelligence capability. A specialised team of data analytics and digital finance leaders deployed to architect the insights framework required to support their global expansion.

What they were going through

A pioneer of building bespoke in-house agencies for brands, Oliver Agency was navigating rapid international growth.

What was at stake

Scaling this unique bespoke model globally required a robust financial architecture capable of streamlining reporting and ensuring rigorous compliance across multiple complex international jurisdictions.

What changed

TCG led a global financial restructuring assignment, architecting a finance and tax leadership team capable of navigating multi-jurisdictional compliance and scaling the agency's operations securely and efficiently.

What they were going through

The global hospitality group was undergoing a sweeping finance transformation alongside a major structural expansion.

What was at stake

With operations spanning luxury hotels, restaurants and workspaces, the business urgently needed to overhaul its group reporting excellence, commercial finance strategy and complex tax compliance.

What changed

TCG was retained to manage a critical finance transformation and governance mandate. A dedicated project team of technical reporting and tax specialists mobilised to execute complex group reporting overhauls, securing the financial foundation for international scale.

What they were going through

The global leader in travel food and beverage operations needed to restructure its global tax function as a core element of its strategic governance.

What was at stake

Operating in nearly 40 countries, the business required a specialised architecture to navigate highly complex international tax structures, evolving transfer pricing regulations and strict employment tax compliance.

What changed

TCG was engaged to advise on and execute a global tax governance mandate. A specialised leadership team deployed to navigate evolving cross-border regulations and optimise international financial efficiencies, safeguarding the firm's global growth trajectory.

What they were going through

As a global leader in financial technology solutions, Sage was executing an internal transformation strategy to modernise its own finance function.

What was at stake

Sage required elite professionals to upgrade its FP&A, commercial finance and tax architectures, ensuring their internal operations mirrored their status as an industry benchmark.

What changed

Acting as a strategic advisory partner, TCG executed a targeted leadership search and capability upgrade. A specialised team mobilised to drive commercial strategy and data-driven decision-making, significantly enhancing the firm's overall financial governance.

What they were going through

The publisher of The Times and The Sun needed to restructure its finance and tax teams.

What was at stake

Operating in a rapidly evolving digital and print media landscape, the business required a new financial architecture to support strategic planning and regulatory compliance during its ongoing digital transformation.

What changed

TCG partnered with the publisher on a strategic capability build-out: installing the commercial finance and tax leadership required to provide the governance needed to drive their digital media transformation forward.

What they were going through

A global advisory firm was experiencing strong growth in large-scale transformation demand across EMEA, driven by PE value-creation programmes and complex corporate restructurings. However, leadership capability across the region was fragmented, with reliance on a small number of senior Partners to cover multiple markets.

What was at stake

Without dedicated Partner-level leadership and embedded delivery teams in key European markets, the firm risked stalling momentum, over-stretching senior leadership, and failing to convert pipeline into repeatable, scalable work across EMEA.

What changed

We supported the appointment of a Senior EMEA Transformation Partner and led the structured build-out of a multi-country leadership and delivery team spanning Strategy, Operating Model, PMI and Value Creation. The firm now operates with clear regional ownership, stronger execution capability, and a scalable EMEA transformation platform.

What they were going through

A Tier-1 consultancy was seeing increased demand from TMT clients for complex digital, infrastructure and post-acquisition transformation programmes. While the firm had strong advisory credentials, its TMT leadership bench was skewed towards strategy rather than hands-on delivery.

What was at stake

Client expectations were shifting towards execution. Without Partners who could run large, in-flight programmes and engage credibly with CIOs, CTOs and sponsors, the firm risked losing ground on major TMT transformation mandates.

What changed

We supported the hire of a TMT Transformation Partner with deep operational delivery experience, followed by targeted Director and Senior Manager hires across Digital Transformation, Operating Model and PMO. This materially strengthened the firm's ability to win and deliver complex TMT programmes across Europe.

What they were going through

A global consulting firm was rapidly expanding its Middle East presence to support sovereign wealth funds, PE sponsors and portfolio companies. Demand for value-creation and execution-led work was accelerating faster than the firm's leadership capacity.

What was at stake

Without Partners who combined regional credibility with hands-on PE execution experience, the firm faced execution risk on active mandates and the potential loss of momentum in one of its fastest-growing regions.

What changed

We supported the appointment of a Middle East Value Creation Partner and led the build-out of a cross-functional execution team covering Cost Transformation, Integration and PMO. The practice is now a core growth engine for PE-led work in the region, with sustainable leadership and delivery depth in place.