STRATEGY CONSULTING GROUP
We turn complex business challenges into competitive advantage.
Strategy Consulting Group has guided retail empires, governments, and manufacturers across four continents for over two decades — from stalled operations to market leadership.
SEE OUR WORK Talk to Sunil
20+
Years of consulting
200+
Global brands served
4
Continents
3
Core Sectors
Retail / Franchising | Government | Manufacturing
Built from the field. Proven in the boardroom.
In 2003, Sunil and Shailza Gupta founded SCG with a single conviction: that most consulting firms diagnose problems brilliantly and leave clients to implement alone. We chose to do both.
Starting in Dubai and expanding to the UK, we have embedded ourselves inside retail chains, government ministries, and manufacturing operations — not just advising from the outside, but rolling up our sleeves alongside our clients' teams.
That's why our clients call us back. And why they refer us to others.
What we do — and why it works
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For organisations navigating uncharted territory
Markets evolve. Conventional thinking doesn't always keep up. Our thought leadership practice has shaped discourse on retail disruption, government reform, energy poverty, and agricultural supply chains — giving clients a view of what's coming before competitors see it.
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For organisations where the gap between ambition and execution is costing money
We diagnose where your operations are leaking value — and fix it. Led by Lean Six Sigma practitioners with cross-sector depth spanning FMCG, QSR, oil & gas, textiles, and more, our SPi team delivers measurable outcomes: faster throughput, lower waste, higher margin.
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For organisations where transformation stalls at the human layer
Strategy fails when people don't follow. We specialise in the hard part: rallying leadership teams, retraining frontline staff, and embedding change so it sticks. We have run change programmes across geographies, formats, and management layers — from C-suite to shop floor.
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For organisations that need integration to work, not just close
We don't stop at the deal. We align merged entities at the process level — mapping capabilities, identifying integration risks, and using Lean Six Sigma methodology to ensure that two businesses become genuinely stronger together.
What separates a good strategy from a transformative one?
For over two decades, SCG has answered that question the same way: by doing the work, not just defining it. Our four practice areas — Strategy & Process Improvement, Change Management, Mergers & Acquisitions, and Thought Leadership — are built around one commitment: that every engagement ends with measurable results, not a report on a shelf.
Each practice is led by specialists who have worked at the coalface of their sectors. They bring the discipline of structured methodology and the instinct that only comes from experience. Together, they form a team capable of taking any business from diagnosis to delivery.
Thought Leadership
For organisations navigating markets that are changing faster than conventional wisdom can keep up with
The most valuable advantage any organisation can hold is seeing what's coming before its competitors do. SCG's Thought Leadership practice is built to provide exactly that: rigorous, original analysis of the forces reshaping industries and economies — turned into practical insight that decision-makers can act on.
Our thought leadership team includes some of the most experienced minds in retail, public sector reform, supply chain design, and agri-economics. They don't write for academic journals. They write for boards, policy teams, and leadership groups who need to make consequential decisions with incomplete information.
Our published work spans retail disruption in emerging markets, the future of government service delivery, food system resilience, and the economics of poverty — each piece grounded in primary research and field experience. Several of our papers have directly influenced policy and investment decisions in India, the Middle East, and the UK.
Strategy & Process Improvement
For organisations where the gap between ambition and execution is costing money
Most organisations know something is wrong. Revenue is underperforming, costs are creeping, or operations feel harder than they should be. The challenge is pinpointing exactly where — and knowing what to do about it.
SCG's Strategy & Process Improvement (SPi) team does both. Led by Sunil Gupta, our consultants bring Lean Six Sigma rigour to every engagement, using structured diagnostics to map your value chain, surface inefficiencies, and quantify the cost of the status quo. We then design and implement bespoke improvement programmes — aligned to your commercial goals, not a generic template.
What makes us different is depth. Our SPi team has worked inside more than a dozen distinct industries, gaining fluency in the rhythms, constraints, and levers specific to each. That cross-sector exposure means we bring proven practices from adjacent industries that your competitors haven't thought to look at. The result is fresher thinking, faster diagnosis, and more sustainable improvements.
We don't hand over a slide deck and leave. We work alongside your teams through implementation, building internal capability so that the gains we deliver become the new baseline — not a one-off project outcome.
Change Management
For organisations where transformation stalls at the human layer
The strategy was sound. The process redesign was well-engineered. But six months in, the numbers haven't moved — because the people haven't changed. This is the most common failure mode in business transformation, and it's entirely preventable.
Effective change happens when an organisation's people, processes, and purpose align around a shared agenda. Human capital is simultaneously the most powerful driver of transformation and the most frequently underestimated obstacle to it. Getting people genuinely on board — not just compliant, but committed — requires more than a communication plan. It requires structured engagement, real capability-building, and visible leadership.
SCG's Change Management practice specialises in exactly this. We design and deliver change programmes that work at every level of an organisation: from C-suite alignment on strategic direction, through middle management as the critical layer that translates vision into daily behaviour, to frontline teams who need clear, practical training to operate differently.
Our approach includes stakeholder mapping and engagement, leadership coaching, workshop design and facilitation, training manual development, and the establishment of Change Agent networks within your organisation — ensuring that momentum continues long after our formal engagement ends. We have delivered change programmes across multiple sectors and geographies, scaling from single-site implementations to multi-country rollouts.
Mergers & Acquisitions
For organisations that need integration to work, not just close
The deal closes. The announcement is made. And then the real work begins — and most organisations are underprepared for it. Research consistently shows that the majority of M&A transactions fail to deliver their intended value. The reason is almost always the same: integration is treated as an afterthought rather than a strategic imperative.
SCG's M&A practice exists to change that. We work with organisations at every stage of the transaction — from pre-deal capability assessment and integration planning, through to post-merger alignment and performance management. Our focus is on the operational reality of combining two organisations, not just the financial logic of why it makes sense.
We map shared capabilities, identify where genuine synergies exist and where integration risk is highest, and design the operating model that will allow the merged entity to function as a coherent whole. We apply Lean Six Sigma tools to both core business processes and support functions — ensuring that the combined organisation is not just bigger, but measurably more efficient.
Critically, our change management capability runs alongside our M&A work. Integration always involves people navigating uncertainty. We build the human architecture of the new organisation — roles, responsibilities, culture, and communication — at the same time as the operational one.
Our Sector focus
Thought Leadership
The Founders
Our Intervention
From idea to enterprise
Some of our most valuable work starts before a brief exists.
Not every client comes to us with a defined problem. Some come with something harder to articulate — a conviction that there is a better way to do something, a market instinct they cannot quite quantify, or an idea that keeps demanding attention but has not yet found its shape.
That is exactly where we want to be.
Who we work with
→ First-time founders with a strong conviction and an untested model
→ Graduates with sector insight but no commercial roadmap
→ Experienced operators entering an adjacent or unfamiliar market
→ Entrepreneurs seeking a second opinion before committing capital
→ Business owners who know something needs to change but cannot name what
The common thread is not the sector. It is the gap between a good idea and the commercial clarity needed to act on it.
How it works
Our founder sessions are designed for the moment before the strategy document — when thinking aloud is more useful than a structured brief. In a few hours with Sunil, most clients move from a circling idea to a testable commercial proposition.
We ask the questions that need to be asked early: Who is this really for? What does the unit economics look like? Where does this break? What would make it work at scale? These are not comfortable questions. But they are the ones that save founders from the expensive lessons further down the road.
If the conversation goes further, we can. Our team can move from sounding board to implementation partner — helping you decode the commercial implications of every decision, whether you are venturing into manufacturing, developing a proprietary product, building an education business, or taking established expertise into a new market.
We have no interest in dependency. Our goal is to hand you a business you understand and can run — with us as active partners or a quiet backstop, whichever serves you better.
Case Studies
Milk expiry cut from 13.9% to under 0.65% — and retail sales grew 10%
Global Dairy Company — Distribution & Retail Operations
The Situation
A dairy client was losing nearly 14% of weekly milk shipments to expiry. Despite investing in new herd capacity and a new bottling unit, losses grew as shipments increased. We mapped the delivery chain end-to-end and identified that trucks were consuming over 10 hours in transit and processing before milk reached shelves — leaving only 36 hours of active selling time.
The Result
We redesigned the distribution model around direct-store delivery using smaller vehicles, with daily retailer sales reports to drive scheduling. Returns dropped to below 0.65% of deliveries. Retail milk sales grew 10%. Surplus bottling capacity was redirected to a new fresh juice product line.
1,600-person hypermarket team retrained across 20+ process areas in 5 months
Leading Hypermarket Chain — Process Improvement & Change Management
The Situation
A major hypermarket chain had redesigned its entire front-end operations and needed its 1,600-strong team fluent in new processes — fast. The complexity was significant: multiple store formats, diverse staff profiles, and zero tolerance for operational disruption during rollout.
The Result
We designed an Operations Learning Management System, built comprehensive policy, procedure, and process manuals across more than 20 areas (from planogram compliance to loss prevention and team scheduling), and ran a tiered training rollout with embedded Change Agents in every format. Full system-wide implementation was achieved in five months.
Convenience retail chain launched across hypermarket, supermarket, and neighbourhood formats simultaneously
Retail Group — Strategy, Format Design & Private Label
The Situation
A retail group entering a competitive market engaged SCG to set its founding strategy. The board needed decisions on format mix, private label positioning, supply chain design, and organisation structure — all before the first store opened.
The Result
Working alongside the Board and Senior Management Team, we articulated the business vision and designed parallel strategies across brick-and-mortar formats. Our private label analysis identified category leaders and margin drivers — resulting in a private label component exceeding 40% with gross margins above 52%, against an industry average of 30%.
Enterprise Government framework delivered for national government transformation
Government Client — Strategy & e-Governance
The Situation
As part of a consortium, SCG was engaged to design the future of Government Reporting and Governance. The challenge: creating a framework that could make public services measurable, citizen-centric, and financially accountable — across multiple ministries.
The Result
We developed the Enterprise Government roadmap across three stages — from re-engineering the Ministry of Finance, through inter-governmental integration, to full citizen and business e-service delivery. Deliverables included As-Is and To-Be process models, GAP analysis, business process handbooks, and a phased implementation roadmap.
Let's talk about your business.
Most of our client relationships start with a conversation, not a proposal. If you're facing a challenge in retail, operations, government delivery, or M&A — or you just want a sounding board — reach out to Sunil directly.
(+44) 1923-467 219
121 Watford Road, Croxley Green, Rickmansworth WD3 3DX, UK