True Dynamics: decisions that deliver


Dudley Haigh helps decision-makers achieve goals when pricing a new product / market, restructuring, valuing a business or fund raising.

Businesses may need support understanding the possible outcomes of decisions in unfamiliar situations. Companies of any size in any industry can benefit and goals often shift as part of the process.

Dudley’s approach enables critical decisions to be made fast and with confidence, increasing the return on time and money. He:

  • captures the true dynamics of a business from strategic, financial & operational perspectives
  • explains the possible impact of decisions on the whole business
  • identifies un-anticipated opportunities & threats
  • reduces risk by evaluating possible outcomes before committing
  • makes complicated concepts easy to understand
  • expresses scenarios through existing financial reports
  • builds bespoke simulation models using proprietary tools
  • rigorously verifies all assumptions
  • avoids errors with Big 4 accounting firm best practice


Dudley started the business in 1995. It utilises his knowledge of engineering, finance, programming and entrepreneurship.

After an Engineering degree, he trained as a management consultant with Coopers & Lybrand (now part of PwC) and then worked at PepsiCo as a European supply manager.

Numerous projects have been delivered for start-ups, scale-ups, SME’s, nationals and multi-nationals in a wide variety of industries. His mantra is “turnover is vanity, profit is sanity, cash is reality”. When not advising, he develops his own projects.

Dudley is deeply inquisitive and obsessed with optimisation – it started back in the ’80s with an off-road motorbike and a ZX Spectrum computer.

Comments from clients:

  • “superb”
  • “highly professional, high levels of integrity”
  • “first class in person – a good listener, considered, bright”
  • “effective”

Case studies

New Product Pricing - Software Development Business:

The company had launched a new product with a new pricing model, which had failed to gain traction. My analysis determined that the new product was not a new product - it was the same as an existing product with a more efficient development process. I also uncovered some bigger issues with the existing product's pricing model. A new pricing model for the existing product was recommended in order to deal with these bigger issues and capitalise on the value of the more efficient development process.

Restructuring - Naval Base Operating Business:

The company needed to restructure due to a changing market place. Given the complicated nature of its business, the board was struggling to develop a tool to support strategic decisions. I developed a flexible forecasting model, which enabled much more accurate costing and pricing of the company’s projects. The model was then used to identify issues with restructuring the business - specifically the point at which the business would no longer be viable.

Business Valuation - Healthcare Business:

I compiled the financial submission for a bid to run the elective surgery of an NHS hospital (value £350M). My analysis identified critical errors in the bid tender document, which demonstrated that the organisation did not actually function as previously thought. The business was successful in being selected for the next stage of the competitive dialogue process.

New Product Pricing - IT Business:

I reviewed a new £40M contract with the NHS in order to determine why it was making a loss. My work determined that the loss was due to a broken pricing model and that the company's proposed solution would actually increase losses further. A new profitable pricing model, which also minimised risk, was developed and implemented.


A free demonstration of my approach is available.

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