Public Sector & Education

Helping to Shape the Future

Our team support public & educational institutions all over the world with complex transformation projects


We are committed to helping the public sector through a range of economic challenges that include high inflation, a lack of government funding, and political instability. 


Six local councils in the UK have issued Section 114 notices since 2021 and 40% of universities are facing budget deficits. It is not unforeseeable that we will see closures in higher education in the near future. Cambridge Management Consulting has deep ties to the public sector and higher education. We care deeply about reversing the decline of our national infrastructure and educational heritage.


We have devised four pillars of advisory services to support the public sector through this turbulent economic climate. These pillars are backed by leading experts and include services for Cost Reduction, Networks & Innovation, Cyber Security, and Sustainability.


Our Public Sector team has a wealth of experience in all aspects of cost reduction, procurement, digital transformation, network design, sustainability & cyber security

We are proud of our links to the public sector, particularly our work with Pembroke College, University of Cambridge, and our on-going commitment to working with councils on city-wide decarbonisation. We are also dedicated to increasing diversity, equity & inclusion across the public sector and creating closer ties between institutions & their communities.

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Case Study

University of Bristol


Cambridge Management Consulting was selected as the consulting firm to help the University establish and refine the requirements, design the network in collaboration with University of Bristol experts and lead the technical procurement for a Modern Network. 


The current University of Bristol campus network requires significant modernisation to support the University’s Digital Strategy. All staff, students and visitors interact with the University's network every day, whether it's connecting a device to Wi-Fi, emailing a colleague, or running a session on the University’s Digital Learning Platform.


Cambridge Management Consulting's attention to detail ensured there were clear winners of the Procurement lots, with no challenges or disaffected potential suppliers. The winners of the three lots were all world-class organisations with a desire to support the University with its ambition to deliver a first-class service. 


Cambridge MC have since assisted the University with other aspects of their Digital Strategy and continue to be engaged to help the University of Bristol transform.

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How we help our clients

Our team of experts has decades of experience delivering services to the public sector and education

Local & Regional Decarbonisation

Our experts combine advanced analytics with deep expertise in environmental strategy to support decarbonisation of your public systems and operations—heat networks, energy systems, transport, and more.

Procurement for the Public Sector

Through the deployment of digital tools and agile strategies, we can assist you at every stage of resourcing your Local Government body, including negotiation, contract management, supplier selection, and cost reduction.

Human Resources for Local Government

Our holistic approach to HR combines advanced technology solutions with strategic insights to streamline HR processes, enhance data-driven decision-making, and improve overall operational efficiency and workforce resilience in your Public Sector bodies and institutions.

Capital Projects

Designed to maximise project outcomes using data-driven multi-year planning, comprehensive risk management, robust governance and digital enablement. 

Recruitment for Public Activities

Our tailored service operates on a transparent, fixed fee model, eliminating any financial uncertainties and aligning with your budget requirements, helping to identify the most suitable candidates who can drive significant value to your organisation.

Planning

It is extremely resource-intensive to plan for large-scale infrastructure, urban planning and policy development in the Public Sector. Outsource some or all of the project management stages to a bespoke PMO and we can help you simplify and de-risk this process.

Property & Investment

Designed to meet the specific needs of public and educational institutions, our Property & Investment service is a cornerstone service for organisations looking to enhance their physical assets to future proof their long-term success and financial security.

Process Transformation & Change Management for Technology

By employing strategic assessments, technology integration, and process improvement, we can support you in both the planning and delivery stages of your public projects and programmes to streamline change initiatives, increase revenue, and maximise ROI.

Local Authority Trading Companies (LATCo)

Sitting on the fence between the Public and Private sphere, LATCos have access to a much wider market and audience. We can assist you to maximise your revenue and reach in both sectors.

Digitising the Public Sector

It is just as important for Public Sector bodies to build a resilient and scalable digital backbone as it is for Private Sector businesses; our digital practitioners drive innovation, efficiency, and sustainable growth, paving the way for a secure, digitally enabled environment.

Social Care

One of the main priorities for Public Sector bodies, if not the most important, is maintaining Social Care for children, adults, and the elderly. We have experts and resources to support you throughout the lifecycle of this on-going programme.

Cyber Resilience for Public Bodies

We focus on embedding robust security measures into the foundation of your IT systems, ensuring that resilience against cyber threats is integrated into the architecture of your technology environment.

Local & Regional Transport

Harnessing advanced analytics, planning methodologies, and stakeholder engagement strategies, we assist in creating comprehensive transport strategies and funding initiatives that enhance user experience, reduce environmental impact, and support regional economic growth.

Innovation & Collaboration between Public Bodies

Projects and Programmes have more impact when they harbour collaboration between different organisations. We can support you in promoting and establishing this in the Public Sector in order to increase innovation and shared resources.

Public Sector & Education

Case Studies


Digital screen with lines and numbers representing a network
by John Madelin 28 February 2024
Introduction The National Counterintelligence & Security Center (NCSC) suggests that universities are particularly vulnerable to cyber crime because they are key contributors to the economy, skills development, and innovation. Cambridge MC was approached to conduct a comprehensive cyber capability maturity assessment for a major UK academic institution, leveraging a team of experts with technical understanding and frontline experience in cyber defence. This team carried out a thorough evaluation through a series of tests, interviews, and artefact examinations. Unlike conventional assessments, our strategy focused on actionable insights which were tailored to the unique operational context of the institution. The assessment was structured around recognised capability categories, informed by the team’s extensive experience defending against cyber attacks. The methodology was particularly effective for its sensitivity to the institution’s risk appetite—balancing cost, risk, and investment to propose solutions that were unique to their situation. Project Overview The primary challenge was the institution’s realisation that its existing cyber hygiene practices and IT discipline might not be sufficiently robust to withstand increasingly advanced tactics employed by cybercriminals and their growing interest in the education sector. The institution sought out Cambridge MC to identify these vulnerabilities, assess the overall maturity of its cybersecurity practices, and recommend strategic improvements. This meant not only highlighting technical deficiencies, but also providing a holistic evaluation of the institution’s security posture, considering the practical realities of defending against threats. This included an assessment of the institution’s risk readiness, infrastructure resilience and staff preparedness. Cambridge MC’s goal was to ensure that the recommendations produced as a result of this assessment were not only technically sound but contextually appropriate and aligned with the institution’s strategic objectives and resources constraints. This personalised approach was crucial in designing a cyber security strategy that was both achievable and sustainable. Strategy What we did Our approach involved a thorough assessment of the institution’s cyber infrastructure, including tests, interviews, and the examination of artefacts to gain a holistic understanding of their cyber maturity. To do this, we engaged experts with significant technical depth and extensive experience in cyber defence and leadership roles; a blend which was crucial in conducting a maturity assessment that focused on pragmatic gap closures. Why we did it this way Our methodology was designed to move beyond mere technical details and address the practical aspects of cyber security. By organising our work into recognised capability categories, we targeted areas that, if weak, would likely lead to vulnerability and a high risk of attack. This approach allowed us to pinpoint critical gaps in the institution’s cyber security practices and propose target improvements. Concepts and methodologies applied We applied a risk-based approach, sensitive to the institution’s risk appetite, to make practical trade-offs between cost, risk, and investment. This ensured that our recommendations were contextually appropriate and aligned with the institution’s strategic objectives. Our assessment framework was grounded in industry-best practices and standards, tailored to the unique needs and challenges of the academic sector. Obstacles encountered and overcoming them One of the main obstacles we encountered was resistance to change, a common challenge for institutions with established routines and cultures. To overcome this, we emphasised the importance of cyber hygiene and IT discipline through clear, evidence-based findings and recommendations. We conducted workshops and discussions to engage stakeholders at all levels, highlighting the tangible benefits of enhancing their cyber security posture and demonstrating how our recommendations could be implemented in a manageable manner. The Team The Cambridge MC cyber security team tasked with supporting on this project was comprised of: A technically adept practitioner specialising in vulnerability testing, equipped with cutting-edge knowledge of tools and techniques for identifying weaknesses in the institution’s cyber defences. This role was crucial for uncovering hidden vulnerabilities that could be exploited by attackers, providing a technical foundation for the assessment. Back-office risk experts with a deep understanding of the broader risk landscape and risk management principles, ensuring that the assessment considered not just technical vulnerabilities but also organisational and procedural risks, aligning the cyber security strategy with the institution’s overall risk appetite. A security leader with 30 years of experience building and running security services, who offered strategic oversight and practical insight into effective cyber defence mechanisms and was vital in ensuring the recommendations were not only theoretically sound but also pragmatically achievable. Together, these professionals ensured a comprehensive, nuanced, and highly practical assessment, underlining the importance of a balanced team in addressing complex cyber security challenges. Outcome & Results Optimised Cyber Resilience We recommended and outlined a robust workflow and identity management system across all of the institution’s systems, emphasising the need for multi-stakeholder cooperation. This highlighted the challenge of managing over tens of thousands of accounts for a community of many fewer staff and students. Longevity We made clear, actionable recommendations describing implementation plans for changes, such as improving the security culture and some operational deliverables associated with SOC efficacy, all of which were agreed upon by the leadership team who assured us that these changes would be in place at this institution for the next three years. Staff Readiness We enhanced the security awareness and training of the staff, postgraduate researchers, and students, including specialised training for the Information Security team. We also made recommendations for improving security posture, such as the adoption of Cloud Access Security Broker (CASB) and Data Leakage Prevention (DLP) solutions, and the development of a quantitative risk forecasting methodology. Forward Planning We also made suggestions for future improvements, including SOC operational activities, creating new initiatives targeting cyber kill chain strategy areas, and planning disaster recovery tests for ICT systems.
A green-walled hospital room.
by Mario Hanzek 22 September 2023
By implementing a VoIP system to reduce costs, promote collaboration, and streamline patient care Our Partner and VoIP expert, Mario Hanzek, recently completed a telephony transformation project for one of the major Healthcare NHS Foundation Trusts, with over 4,000 telephony users. The project aimed to exchange several of the original phone systems with a hosted state-of-the-art VoIP (Voice over Internet Protocol) system. The key objectives were to reduce costs, enhance flexibility, improve scalability, and ensure superior call quality. In doing so, Mario implemented, end-to-end encryption for enhanced security, seamless integration with existing platforms, and collaboration among employees and patients. Project Overview The NHS Foundation Trust was facing numerous communication challenges, the most significant being: Increased cost of maintenance contracts for on-premise telephony systems Call costs across multiple service providers Limited flexibility for remote working and long-distance collaboration between teams Outdated hardware These challenges disrupted communication within the organisation, therefore impacting operational efficiency and crucial patient care. Why VoIP? Cost Reduction: Implementing VoIP significantly reduces maintenance and call expenses. The organisation can now make calls over the internet, thus avoiding associated with traditional phone lines. Flexibility: With the new VoIP system, employees gained the flexibility to make calls from anywhere or any device with internet access. This is particularly beneficial for staff working remotely or in different healthcare facilities. Collaboration: The VoIP system promotes seamless collaboration among the trust's healthcare professionals, allowing for instant communication across various departments and with patients. This is further enhanced by the system's video conferencing and messaging capabilities. Scalability and Functionality: Using VoIP allows for easier scalability and flexibility to accommodate the growing needs of the healthcare organisation. Additional features, such as contact centres, voice recording, voicemail-to-email and call forwarding, were easily integrated, providing enhanced functionality as required, regardless of the user's location. Integration: The VoIP system slots in perfectly among the trust's existed applications and processes. This integration streamlined administrative tasks, improved patient management, and enhanced overall operational efficiency. Outcomes & Results 1. This successful telephony transformation project for the NHS Foundation Trust proves the positive impact that VoIP technology can have on communication within healthcare organisations. 2. The project successfully addressed challenges related to cost, flexibility, collaboration, scalability, and integration.
Pillars of a building lit up by technicolour lights.
8 August 2023
Ensuring that University of Bristol remains the university of choice for students, academics and partners in a globally competitive market The University of Bristol is a Russell Group University and a leader in many global league tables, including the QS World University Rankings where in 2023 it ranked 9th in the UK. To strengthen its competitive position, the University is undertaking an ambitious digital transformation strategy. As a foundation of this strategy, the Modern Network will deliver a significant increase in capacity, flexibility, automation, resilience, security and experience for all users. Cambridge Management Consulting was selected as the consulting firm to help the University establish and refine the requirements, design the network in collaboration with University of Bristol experts and lead the technical procurement for a Modern Network. Cambridge MC’s technical and commercial expertise helped University of Bristol navigate a complex procurement exercise and deliver the first stages of the transformation programme. The Challenge The current University of Bristol campus network requires significant modernisation to support the University’s Digital Strategy. All staff, students and visitors interact with the University's network every day, whether it's connecting a device to Wi-Fi, emailing a colleague, or running a session on the University’s Digital Learning Platform. The University of Bristol recognised that improving their global competitiveness requires a step change in the digital experience offered to all users and so it launched its Modern Network programme. Key objectives of the Modern Network are to introduce a high-performance network that gives users access to comprehensive teaching and learning resources, as well as specialist equipment, data, and scalable fibre for innovative research. The Modern Network programme also aims to enable students to connect with friends and family, and socialise online from wherever they are on campus, at any time, day or night. The new network will enhance the Wi-Fi coverage and capacity to give users the best digital experience round the clock. The University realises that a significant increase in network performance is needed to support data intensive activities, including centralised and de-centralised computing, large scale sensor networks, media rich applications like augmented and virtual reality, data intensive instrumentation and modelling. The architecture designed is going to be more flexible, highly scalable, adaptable and evergreen. Security will be improved to cope with the continuously evolving threat landscape and to enable Modern Network users to safely perform their activities from any location in the world, with a consistent, hassle-free experience. The Modern Network will deliver a reliable platform with world-class operational capabilities, making the services easy to consume, monitor and manage. The Strategy Cambridge Management Consulting used its expertise and knowledge to quickly establish a comprehensive set of requirements and to test market appetite to deliver a Modern Network via an RFI. Requirements Management used a structured approach based on a Cambridge MC requirements catalogue. This accelerated the process of engaging University of Bristol stakeholders to validate requirements and helped to shape the University’s procurement process. An efficient and comprehensive stakeholder engagement process also saw the development of multiple personas that were used to explain how the Modern Network would deliver capabilities for students, academics, researchers and professional services colleagues. Cambridge MC, in conjunction with the university, then helped to shape a structured procurement approach. Modern Network capabilities were put into 3 main procurement categories to provide purchasing and transformation flexibility. Cambridge MC led the Procurement technical dialogue. Working in partnership with experts from the University of Bristol, a highly scalable, flexible, secure and resilient target state network was designed. The design is modular and makes use of multiple technical patterns. This provides a repeatable, standardised way for the University to deliver capabilities that can have customised performance service and levels. To assist the Procurement activities, Cambridge MC also created a Model Modern Network. The Model allowed a consistent financial assessment to be made at each stage of the Procurement, including providing a detailed estimate of the transformation milestones and payments. The Cambridge MC team also shaped the Modern Network programme. It was broadly shaped into mobilisation, discovery, design, prove, pilot and deploy phases. Cambridge MC are providing support in the early transformation phase to help the University of Bristol deliver the ambitious programme. The resulting Modern Network will be a high performance, flexible, resilient and secure platform. It will introduce self-service and automation, such as zero touch deployments and autonomous networks for research activities. It will leverage programmatic control and AIOps to improve the digital experience and inclusiveness, sustainability and the global competitiveness of the University. A technical modernisation like this requires a similar shift to a world-class operating model. Cambridge MC supported the service management redesign throughout the procurement phase. Using comprehensive requirements structured around ITIL, the team co-designed the enhanced set of service capabilities and are now helping University of Bristol to introduce these services. The new service management approach will provide full end-to-end visibility of the network, formal SLAs and SLA management and enhanced fault, change, configuration and knowledge management. This will complement the new technical capabilities and provide significant benefits to the University. The Team Cambridge Management Consulting provided procurement, commercial, technical business analysis and service management expertise. Cambridge MC also provided expertise for the procurement and post-procurement implementation activity. Cambridge MC worked exceptionally well with the University's digital and procurement teams to ensure end-to-end success for the University. Not only did the Cambridge MC team help support, but they also provided extensive knowledge transfer to, the University to minimise the future need for external support, minimise future costs for external consultants and help further develop the in-house ICT and procurement capabilities. Outcomes & Results 1. Cambridge Management Consulting's attention to detail ensured there were clear winners of the Procurement lots, with no challenges or disaffected potential suppliers. The winners of the three lots were all world-class organisations with a desire to support the University with its ambition to deliver a first-class service. 2. Cambridge MC have since assisted the University with other aspects of their Digital Strategy and continue to be engaged to help University of Bristol transform.
A black and white skyscraper against the sky.
19 September 2022
Across networks, IT, contact service centres and hardware Cambridge Management Consulting and Norton Rose Fulbright (NRF) were appointed by a UK public sector body to support them on a major SI/Telecoms outsourcing tender, with a contract valued in excess of £750m. The outsourcing involved a multi-supplier procurement covering telecoms network, IT implementation and ongoing services, service integration and management, as well as contact centre services and provision of consumer hardware. The Strategy The project began with the two internal teams working closely together, to gather a detailed set of requirements and a thorough understanding of the challenges facing the client. This collaborative method of working from the project’s outset, ensured our team had a clear vision of ‘what good looks like’, and of areas of importance to the client regarding risk and issues that required specific solutions. We assisted with the design and implementation of the tender process. A key challenge was designing a process that would allow the client to agree contractual terms, whilst competitive tension amongst bidders was ongoing. Normally, we would seek to achieve this by providing bidders with a full draft contract to mark up as part of the tender evaluation. In this context, that approach was not possible due to the technical complexity of the project and that contract terms in one service line are dependent on the choice of supplier and technical solution in another service line. To address this, we prepared key contract principles to be evaluated in the tender response. This allowed the client to agree key terms while there was still competitive tension, whilst retaining flexibility. Ensuring parallel negotiations To meet the required timescales, contract negotiations must run in parallel with separate bidders. In addition, each contract involved multiple technical, commercial and legal work streams, each of which run in parallel. We put together a core team, split into 3 sub teams, that supported the project throughout and then scaled up with additional NRF personnel to support the parallel negotiations. It was crucial that consistency was achieved across the entire suite of contract documents to ensure that the client had end-to-end contractual coverage. To achieve consistency in the context of parallel negotiations, we put in place a number of measures: Designated an NRF lead responsible for reporting back to key client stakeholders and paired an individual NRF lawyer with a subject matter expert at the client, so that negotiations on related issues were dealt with by the same personnel Prepared a pre-agreed playbook and fall-back positions on key issues Pre-agreed escalations and reporting to the client from the individual workstreams (with issues tiered and assigned a RAG status) Ensured that the client’s steering committee were fully briefed on the terms of the negotiation, so they could report internally to the board and government shareholder A daily status call for exchange of information Built detailed financial model templates which the bidders were required to complete as part of their bid proposal. The financial model templates ensured a common financial understanding between the various bidder proposals and ensured the client had a robust methodology to measure and evaluate the various bidder proposals in a fair and consistent manner. Our financial modelling expertise is industry-leading and based on many decades of commercial and financial experience. A well-built financial model template requires an investment of time and effort Negotiations We identified key risk items and worked in detail to determine how best to mitigate the risk, thereby achieving significant overall savings for the client. Ultimately, we created a negotiation strategy focused on achieving a win-win outcome for both the client and supplier. We provided specialist knowledge from the telecoms industry to ensure the client was fully up to speed with the latest technology and industry developments. Governance & evaluation To support the OJEU procurement process, we implemented a fully compliant evaluation process, with the necessary assessment process and associated documentation to ensure the project outcome was robust, transparent and defensible against challenge. Our end-to-end support extended to supporting the internal governance requirements, including working with the internal strategy, finance and management team to produce an approved Business Case, support internal presentations and reviews, as well as the production of Board Reports. Exit/ transition of services A key component of outsourcing, where a change of service providers is envisaged, is the exit from the incumbent and transition of services to the new service provider. Cambridge MC and NRF were able to provide expert commercial and legal advice throughout the process, resulting in a well-structured transition plan and a thorough understanding of the timelines and costs involved. Cambridge MC played a key role in negotiating with the incumbent while maintaining a positive relationship with them, an essential component that ensured a timely and orderly transition of services. Our role as advisor Cambridge MC and NRF performed separate but overlapping roles. Cambridge MC provided commercial support and advice at Board level. NRF’s role was to provide legal advice on the contract. Both parties collaborated to support the client in these areas: Create the content & strategic advice for an effective RFP Ensure process compliance and appropriate governance is followed Support the running of parallel negotiations Be part of the team in direct commercial negotiations with bidders Advise on the commercial and legal aspects of the deal Write Board papers and provide high-level strategic advice Capture the arrangements of the deal in a robust and enforceable contract Provide and facilitate all necessary project management Undertake full financial analysis of bidder proposals and make a recommendation Outcomes & Results The benefits of the joint partnership between Cambridge MC and NRF: 1. A ‘one stop shop’ for advisors The team was a ‘one stop shop’ for advisors. The client avoided the procurement effort of running separate processes to appoint consultants and lawyers to support the project. 2. Negotiations We identified key risk items and worked in detail to determine how best to mitigate the risk, thereby achieving significant overall savings for the client. 3. Knowledge We provided specialist knowledge from the telecoms industry to ensure the client was fully up to speed with the latest technology and industry developments 4. Evaluation We provided end-to-end financial analysis and evaluation, including real time scenario analysis to support real time decision making 5. Improvements The procurement replaced the incumbent providers. We managed to secure a much better deal for the client, generating additional savings of £170m. We also managed to achieve significant improvements in the contractual arrangements, including better liability positions, improved risk profile, better SLAs and increased contractual protection.
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Craig Cheney

Our global Public Sector & Education practice is led by Craig Cheney

Managing Partner - Public Sector

With over 25 years of experience across both the public and private sectors, Craig is Cambridge MC’s Managing Partner for Public Sector & Education. In 2016, Craig became the Deputy Mayor of Bristol, serving in the Mayor’s cabinet with responsibility for Finance, City Economy, Culture, and Property. In this role, and working for the Local Government Association across the country, Craig has developed a consummate understanding of the public sector landscape. He excels at collaboration, business transformation and strategic thinking. 


During his time in the Mayor's cabinet, Craig oversaw over £120m in budget savings though business transformation, restructuring, and service redesign. During this time, Craig sat as a shareholder of numerous council-owned companies, and led a £30m digital transformation exercise which earned Bristol’s recognition as the UK’s top ‘Smart City’. The Bristol City Leap program was a world first, a public/private partnership between Bristol and Ameresco, which will bring nearly £1bn of investment in decarbonisation and sustainability, recognised by government as a model for the rest of the country to follow.


Craig has also chaired the One City Economy Board, which brought together private sector businesses, the voluntary sector, equalities groups, and public sector institutions, supporting a quick recovery from the COVID-19 pandemic.

Our team can be your team


Our team of experts have multiple decades of experience across many different business environments and across various geographies.


We can build you a specialised team with the skillset and expertise required to meet the demands of your industry.


Our combination of expertise and an intelligent methodology is what realises tangible financial benefits for clients.

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Our Public Sector & Education Experts

Industry insights


Abstract kaleidoscope of AI generated shapes
by Tom Burton 10 September 2025
This article explores the ‘Third Way’ to AI adoption – a balanced approach that enables innovation, defines success clearly, and scales AI responsibly for lasting impact | READ FULL ARTICLE
A Data centre in a field
by Stuart Curzon 22 August 2025
Discover how Deep Green, a pioneer in decarbonised data centres, partnered with Cambridge Management Consulting to expand its market presence through an innovative, sustainability‑driven go‑to‑market strategy | READ CASE STUDY
Crystal ball on  a neon floor
by Jason Jennings 21 August 2025
Discover how digital twins are revolutionising project management. This article explores how virtual replicas of physical systems are helping businesses to simulate outcomes, de-risk investments and enhance decision-making.
A vivid photo of the skyline of Stanley on the Falkland Islands
by Cambridge Management Consulting 20 August 2025
Cambridge Management Consulting (Cambridge MC) and Falklands IT (FIT) have donatede £3,000 to the Hermes/Viraat Heritage Trust to support the learning and development of young children in the Falkland Islands.
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“They showed a genuine interest and concern for our business and investments, proactively going beyond the scoped engagement in a way we don’t see with other advisory firms.”


—InfraRed Capital Partners

"Showed a genuine interest & concern"

Get in touch with our

Public Sector & Education team today


We are the consultancy with no consultants. There is no substitute for real-world experience. We are a highly collaborative team of senior level executive professionals able to adapt to any business challenge, however niche, however challenging.

+44 (0)1223 750335

info@cambridgemc.com

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Case Studies


Our team has had the privilege of partnering with a diverse array of clients, from burgeoning startups to FTSE 100 companies. Each case study reflects our commitment to delivering tailored solutions that drive real business results.

CASE STUDIES

A little bit about Cambridge MC


Cambridge Management Consulting is a specialist consultancy drawing on an extensive global network of over 200 senior executives in 22 countries.


Our purpose is to help our clients make a better impact on the world.

ABOUT CAMBRIDGE MC