About Us

P2 Consulting was started by a group of award winning consultants who recognised the opportunity to build a global consultancy firm that had clients’ needs at its heart. We understand the challenges clients face – the pace of globalisation, technology change and increasing regulation – and the pressure they are under to respond to these changes rapidly and efficiently.

What We Do

We work on some of the largest transformation programmes in the corporate world and the public sector. Partnering closely with our clients, we help them deliver successful business change. Our reputation as a consultancy is built on excellence in portfolio and programme management, business architecture and design, testing and quality assurance and implementation.


Understanding the challenges that keep our clients awake at night is essential. In this section we demonstrate our expertise at solving your problems. We have deep insight into the business and technology issues facing all sectors.

Join Us

Are you looking to join a company where a challenge is welcomed, change is anticipated, and expertise is expected? Then have a look at our job listing and please get in touch.


Being able to see the obstacles facing your organisation is one thing. Being able to navigate those challenges and work through an effective solution is another.

Success Stories

We’ve worked with clients across a range of sectors and gained excellent results – but don’t just take our word for it. Have a browse through some of the work we’ve done.

Omni Channel Customer Ordering (OCCO) Programme

In response to customer demand and changing customer requirements, our client embarked on an omni-channel customer ordering initiative, costing in excess of £100m


The Challenge

The aim of the programme was to improve the order capture and management experience for customers and employees and to maximise the efficiency of fulfilment services.

The programme consisted of four major components. The first was the integration of demand management with the retailer’s distribution centres. The second was about improving availability management for customers and employees and integrating that function with the retailer’s third-party distribution organisations. The next component was focused on the development of a single view of the customer for contact centres and online orders – it also addressed self-service functionality and a more consistent billing experience. The last was around omni-channel payments and the delivery of a payment and profit protection solution for card payments.


Our Mission

We were appointed to provide an experienced programme management team, with delivery and programme management office (PMO) capability, to recover and drive these complex transformation programmes forward. Replacing an incumbent PMO and programme director, we quickly formed a collaborative senior team with the client to work on a carefully crafted six-week transition plan.

One of the first exercises was for the assurance leads to conduct an in-depth review of the planning and estimating standards used by the programme to help optimise delivery costs. This led to the creation of a realistic baseline and budget.

We also put in place a structure consisting of teams focused on business engagement, people and change, communications, finances and a programme office. The PMO team was responsible for operating the governance structure and maintaining controls, including plans, risks, issues, assumptions, dependencies, resourcing, costs and benefits, scope and the associated reporting.

We worked hard to improve the strategic execution of the programme, liaising with the client and third- party team members to optimise delivery effectiveness wherever possible and create common goals.

Results We Deliverered

The Group CIO, said the availability management aspect of the programme was by far the most complex IT and business system implementation attempted by the retailer. Our programme management expertise was considered instrumental in the successful delivery of both business and technical change.  We also managed to eliminate time and cost over-runs, which had dogged the programme prior to us taking over.

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