Case Studies
How We Reduce Operational Risk in Growing Businesses
Operational risk rarely looks dramatic.
It shows up quietly as founder dependency, fragile handovers, and delivery becoming harder as demand increases.
The case studies below show how we help growing businesses make operational risk visible, reduce dependency on individuals, and stabilise delivery before growth creates failure.
Case Study 1: Advanced Air Limited
Industry: Manufacturing – HVAC (FireSmoke)
Primary Operational Risk: Process variation and reliance on informal knowledge in manufacturing
Stage: Stabilisation and system embedding
The Operational Risk
As FireSmoke production increased, manufacturing consistency depended heavily on operator experience rather than documented systems.
Key risks included:
Critical processes existing in people’s heads
Variation in assembly methods between operators
Limited visibility of quality trends and output performance
This created avoidable delivery risk and limited the business’s ability to grow reliably.
How Risk Was Reduced
We focused on stabilising FireSmoke manufacturing by reducing variation and strengthening process control.
This involved:
This made it possible to:
Mapping the full assembly process
Identifying knowledgeable operators and extracting critical process knowledge
Creating clear, usable assembly systems (video and written)
Embedding digital access to assembly systems at the point of use
Introducing daily stand-ups to close the feedback loop between quality and assembly
The work focused on risk reduction and control, not changing what already worked well.
What Changed
The business gained:
Standardised FireSmoke assembly systems actively used on the shopfloor
Clearer ownership through the appointment of a Project Improvement Engineer
Improved visibility of assembly quality and output performance
Reduced reliance on informal knowledge
“We engaged Martin Cable from Simpleris Consultancy Limited to stabilise and strengthen our manufacturing operation.
Quality errors reduced significantly (70%), output improved (single operator by 60%), and our critical processes are now clearly documented and used daily.
The programme has changed how we operate day to day and has given us a repeatable foundation as we continue to improve.”
- Richard Radley, Operations Director, Advanced Air Limited
Current State
With FireSmoke systems stabilised and measurable improvement achieved, Advanced Air now operates with:
Documented, accessible and embedded standard work
Clear performance visibility
Reduced dependency on individuals
Internal capability to continue improving
The business has moved from fragile, experience-led execution to controlled, system-led manufacturing.
Case Study 2: Alumni Tours
Industry: Tour Operations
Primary Operational Risk: Founder dependency and fragile handovers
Stage: Early risk identification and control
The Operational Risk
As demand increased, the business relied heavily on the founder to manage enquiries, bookings, and coordination with tour guides.
Information flowed through people rather than systems, creating:
High dependency on one individual
Inconsistent handovers between sales, admin, and guides
Growing pressure as the business prepared to expand into new cities
Growth was increasing risk, not capacity.
How Risk Was Reduced
We focused on making operational risk visible by mapping the critical delivery flow the business relies on from enquiry through to tour delivery.
This allowed us to:
Identify where delivery depended on the founder
Expose fragile handovers across teams
Clarify ownership at key points in the customer journey
SYSTEMology provided the structure for this work, keeping the focus on clarity and control rather than unnecessary documentation.
What Changed
Even at this early stage, the business gained:
Clear visibility of where delivery was fragile
Defined handover points that reduced reliance on the founder
Improved consistency in how tours were managed
Confidence that expansion could happen without increasing chaos
“Working with Martin from Simpleris was an extremely valuable experience. He helped us step back and really see how our business operates from enquiry to delivery – especially how information flows between our sales, admin, and tour guide teams.
The Critical Client Flow session made everything visible on one page and highlighted where systems could be documented or streamlined, without changing what already works.
Martin’s calm, structured approach made the whole process easy and engaging. We came away with a clearer understanding of how to scale, improve consistency, and prepare for expansion into new cities.”
— Alumni Tours
Current State
With operational risk now visible and ownership clarified, Alumni Tours has a clear path to scale delivery without increasing dependency on the founder.
Case Study 3: Kent Scuba
Industry: Training & Leisure
Primary Operational Risk: Inconsistent lead handling and fragile internal handovers
Stage: Early risk identification and stabilisation
The Operational Risk
As enquiries increased, lead handling and internal communication were inconsistent.
Key risks included:
Information moving informally between people
No clear, standardised lead flow
Inconsistent conversion from enquiry to booking
This created avoidable delivery risk and limited the business’s ability to grow reliably.
How Risk Was Reduced
We focused on mapping the critical customer journey for the Open Water Course and how information moved through the business.
This made it possible to:
Identify where handovers were breaking down
Highlight where lead handling lacked consistency
Clarify what needed to be stabilised first
The work focused on risk reduction and control, not changing what already worked well.
What Changed
The business gained:
Clear visibility of its lead generation and conversion flow
Identification of where standardisation would reduce risk
A practical, prioritised path to improve reliability
“Working with Martin from Simpleris gave us a fresh perspective on how our business operates behind the scenes.
Through the Critical Client Flow session, we mapped our full customer journey for the Open Water Course and how information moves through the business.
It made clear that our lead generation process needed to be improved and standardised. Martin’s approach was practical and easy to follow.
We left with clarity and a clear path to attract and convert more divers.”
— Kent Scuba
Current State
With delivery risk identified and prioritised, Kent Scuba has a clear roadmap to stabilise lead handling and support growth without introducing fragility.
What These Case Studies Have in Common
Despite operating in different sectors, both businesses faced the same underlying issue:
Growth was increasing operational risk
Delivery depended on individuals
Information flow was fragile
By making operational risk visible and controlling it early, both businesses were able to stabilise delivery and prepare for growth with confidence.
Start With an Operational Risk Assessment
Operational risk does not remove itself.
The first step is making it visible and controllable.
Operational risk reduction for scaling UK tech
and manufacturing businesses.
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