By providing an interim COO and a strategy for sustainable growth Iknaia is an innovative technology company providing high performance, multi-purpose sensor platforms that can create high density, cost effective sensor networks across many environmental industries both indoors and outdoors, including air, water, acoustic, as well as traffic and footfall. Pushing the boundaries in remote environmental monitoring, their mission is to provide a completely connected environment, that will enable their clients to remotely monitor their assets cost effectively. Iknaia creates bespoke hardware and software in-house and uses state of the art sensors to monitor, measure, and manage all environmental situations, in real-time. Iknaia also employs Edge Computing and AI with data which is accessible to view through an online management dashboard or APIs. Project Overview Iknaia needed a Chief Operating Officer to support the Chief Executive Officer/Owner, who was originally forced to occupy both C-suite positions. The owner sought to onboard a leader to manage the day-to-day operations, thus allowing her to devote more time to focus on strategic initiatives. In addition to elevating the leadership team, the organisation wanted to position itself for future growth, and was looking at ways to expand its service offerings. Specific Challenges facing Start-Ups Limited Capital: One of the most significant challenges for start-ups is limited funding. Securing enough capital to cover initial expenses, operational costs, and unforeseen challenges can be a constant struggle. Operational Efficiency: Optimising internal processes and ensuring smooth day-to-day operations is crucial for start-ups. This includes supply chain management, inventory control, and overall efficiency in delivering products or services. Risk Management: Start-ups inherently involve risk, and managing that risk is vital. This includes financial risk, market risk, and operational risk. Developing contingency plans and being prepared for the unexpected is crucial. Scaling Up: Successfully scaling a start-up from a small operation to a larger, more complex one poses its own set of challenges. This involves expanding the team, increasing production capacity, and maintaining quality while growing. Prioritising the Pipeline: It is crucial to maximise the efficiency and focus of efforts on leads to fit with the business needs, whether that be lead time or size of revenue. Overcoming these challenges requires strategic planning, resilience, and a willingness to learn from both successes and failures. Seeking mentorship, staying adaptable, and being persistent are key factors in navigating the start-up landscape, and ones which Iknaia needed further support to implement. Solutions Though an innovative and rapid-growing technology start-up, Iknaia needed further support structuring their organisation in order to fully maximise their capability. This required the following stages: Thorough Financial Planning: Develop a detailed business plan that includes realistic financial projections. Understand costs, operating expenses, and revenue forecasts. Cash Flow Forecasting: Develop a robust cash flow forecast to anticipate periods of low liquidity and plan accordingly. Diversify Revenue Streams: Explore opportunities to diversify revenue streams. This could involve expanding product or service offerings, targeting new customer segments, or entering new markets. Effective Communication: Foster clear and open communication within the organisation. Ensure that all team members are aware of their roles, responsibilities, and deadlines. Identify and Assess Risks: Conduct a comprehensive risk assessment to identify potential threats. This includes financial risks, operational risks, market risks, and external factors that could impact your business. Develop a Risk Management Plan: Create a detailed risk management plan that outlines the identified risks, their potential impact, and strategies for mitigation. Outcomes & Results 1. Change in Mindset As p art of our restructuring, we implemented a shift from an Operational to a Strategic mindset in Iknaia. 2. 8 Sites in the Netherlands Using our inhouse operational excellence, we were able to tackle Iknaia's large-scale problems. 3. Sites in the US and UK We effectively re-allocated resources, including human capital, technology, and financial resources, to meet organisational goals. 4. Forward Planning We set goals and objectives in order to provide Iknaia with a clear glidepath, including common goals that require collaboration from multiple departments. 5. Clear Governance Structure We defined and established a Governance structure, decision making principles, and clearly articulated the goals and objectives of governance within the organisation. 6. Risk Management We developed and implemented effective risk mitigation strategies. 7. Improved Communication We established clear communication objectives that aligned with the overall organisations goals, ensuring collaboration to achieve said goals.

Successful divestiture and auction process managed by Cambridge MC Cambridge Management Consulting was appointed by the Post Office Limited (the Post Office) to support them on a strategic review of their consumer telecommunications (phone and broadband) business. Following a thorough review of strategic options, it was decided to make a divestiture of the business through an auction process with the outcome that Post Office Telecoms was sold to Shell Energy Retail Limited, SERL, (Shell) in the first quarter of 2021. We were engaged to work with the Post Office and other external advisors to manage the process. The Strategy Given Cambridge MC’s close understanding of both client and sector, we took a leading role in the sale process. We worked closely with the financial and legal advisors to prepare an information memorandum issued to a carefully selected pool of potential buyers. We worked collaboratively with the other advisors, providing insight on the sector and likely buyers. This created a focused and targeted approach to the sale. We provided telecoms, commercial and technical expertise in the review and assessment of all purchase bids, inputting recommendations to the client’s senior management team. We assisted in negotiations with the bidders and input to shortlisting and down selection of the preferred bidder. Interdependencies The Post Office Telecoms Business Unit was highly outsourced, therefore the relationship with the lead outsourcing partner was key to the success of the sale. A good relationship was established with the outsource partner through regular and structured discussions, resulting in a comprehensive and informative output from the review. Cambridge MC carried out a careful review of the existing outsource arrangements, particularly with respect to exit and transition of services in the event of a change in outsourcing partner. Vendor due diligence Vendor due diligence was carried out in two phases; first with a small group of potential bidders, and secondly with a carefully selected preferred bidder. Cambridge MC populated and assisted with the management of the Virtual Data Room and Q&A process, acting as an interface between the bidders, the Post Office’s subject matter experts and the lead outsourcer. Legal Cambridge MC worked collaboratively with both the internal legal team and Norton Rose Fulbright (external legal team). We assisted with the timely creation and review of all sale-related legal documentation, including guidance notes for bidders on the existing outsource agreement and the structure of the novation agreement. Transitional Services Agreement (TSA) Cambridge MC led on the design and content of the Transitional Services Agreement (TSA), working collaboratively with the legal, commercial and procurement teams. This involved negotiation of terms with the preferred bidder and development of a robust separation plan with the Post Office’s operations. Following completion, we executed against the TSA and separation plan. Governance Cambridge MC supported the Post Office’s governance processes throughout, including the preparation of board and shareholder approval papers. Outcomes & Results 1. Smooth TSA process Cambridge MC provided a complete solution with ongoing accountability for early deliverables 2. Exit of services We quickly established ourself as the lead on exit and transition of services. This proved invaluable both in assisting the due diligence of the preferred bidder and also in structuring the transaction documents to enable a successful sale. 3. Advisory roles Cambridge MC provided strategy advice to Post Office executives during the sale process, to ensure that the Post Office maximised its sale price and maintained the probability of delivering an outcome during the tough market conditions of Covid-19. 4. Results Post Office Telecoms was sold successfully to Shell in Q1, 2021. "The Cambridge MC team have been instrumental in delivering a successful sales outcome for the Post Office Telecoms Business Unit” Meredith Sharples, Director, Post Office Telecoms

By using our expertise to analyse their past environmental commitments in order to project future forecasts Telehouse is a provider of industry-leading data centre colocation services, with global connectivity and reach. Owned by KDDI, a Japanese Fortune 500 company and one of the top 10 global telecom companies. Telehouse is acutely aware of the importance of having a robust and consistent renewable sourcing strategy and a clear plan of how it will be achieved as their business grows. Cambridge MC and its sister environmental consultancy, edenseven, were commissioned by Telehouse to help build their long-term renewable sourcing strategy and delivery structure for their UK business. The aim was to enable greater cost certainty, reduced risk and access to renewable projects that meet Telehouse’s specific requirements. The Request Telehouse had four main requests: 1) Outline the current contracting market and the different types of structures available to Telehouse when sourcing long-term renewable contracts 2) To clearly define Telehouse's long-term renewable resourcing strategy, including an outline of the type of technology, terms of contract, pricing boundaries, and operational structures to put in place 3) To create a delivery plan against key timelines and the relevant stages and resources in the process 4) Provide a sourcing model which will satisfy Telehouse's long-term renewable energy requirements Skills & Knowledge Our consultants provided a detailed review of Telehouse's existing and future contracts, environmental commitments, and energy usage forecasts We proposed a workshop with key stakeholders to outline the background and options relating to long-term renewable sourcing and explain the main drivers and risk appetite relating to long-term sourcing Our team produced a thorough report clearly highlighting the preferred sourcing strategy and contracting requirements for Telehouse's UK business, while also ensuring it is aligned to the wider group's targets and strategy Outcomes & Results 1. The successful development of a long-term renewable strategy with recommendations to maximise the benefits on offer through direct sourcing of renewable generation via Power Purchase Agreements (PPAs). 2. Minimising Telehouse's long-term market price risk exposure by securing fixed renewable energy. 3. Meeting Telehouse's customer supply chain requirements to access long-term verifiable renewable power.

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SMEs make up 99% of UK businesses, three fifths of employment, over 50% of all business revenue, are in everyone's supply chain, and are exposed to largely the same threats as large enterprises. How should they get started with cyber security? Small and Medium sized Enterprises (SME) are not immune to the threat of cyber attacks. At the very least, if your business has money then it will be attractive to criminals. And even if you don’t have anything of value, you may still get caught up in a ransomware campaign with all of your data and systems made inaccessible. Unfortunately many SMEs do not have an IT team let alone a cyber security team. It may not be obvious where to start, but inaction can have significant impact on your business by both increasing risk and reducing the confidence to address new opportunities. In this article we outline 5 key questions that can help SMEs to understand what they need to do. Even if you outsource your IT to a supplier these questions are still relevant. Some can’t be delegated, and others are topics for discussion so that you can ensure your service provider is doing the right things, as well as understanding where their responsibilities stop and yours start. Q1: What's Important & Worth Defending Not everything needs protecting equally. In your personal life you will have some possessions that are dear to you and others that you are more laissez-faire about. The same applies to your digital assets, and the start point for any security plan needs to be an audit of the things you own and their importance to your business. Those ‘things’, or assets, may be particular types of data or information. For instance, you may have sensitive intellectual property or trade secrets; you may hold information about your customers that is governed by privacy regulations; or your financial data may be of particular concern. Some of this information needs to be protected from theft, while it may be more important to prevent other types of data from being modified or deleted. It is helpful to build a list of these assets, and their characteristics like the table below:

Explore the rise of edge AI: smaller data centres, faster networks, and sustainable power solutions. See why the future of digital infrastructure is distributed and intelligent | READ FULL ARTICLE

Craig Cheney | The conversation around artificial intelligence (AI) in Government has shifted in recent years. The publication of the UK Government’s AI Playbook represents more than just updated guidance — it signals a huge shift in the government's approach to AI.