CMC Partnership


The founding directors of CMC believed that they would be able to provide customers with a better service at a lower cost through a privately owned company than they had been able to deliver through a large PLC. Through their own company they could respond to customer needs with greater agility and deliver improved services by leading teams made up of consultants who they have personally selected for the quality of their work and their work ethos. It is very important for CMC that their consultants not only have the skills and experience to do the job but that they reflect the values of the company: customer first, openness, trust and respect. The founding directors had a desire to base the business in Wales as they had a strong track record in delivering services to Wales-based customers and of recruiting and developing Welsh talent.

Our main challenges when starting the business

Setting up a business from scratch is a considerable financial challenge. All three founding directors had held well-paid positions previously and had to give up a regular income as well as the majority of their personal savings in order to finance the construction and growth of the business. Working long hours on customer assignments to generate income, offering homes as security against finance and staying awake during long evenings writing proposals to win new work bids were all challenging. The biggest challenge has been to win contracts tendered through the EU procurement process as this is the only mechanism available to win public sector business over £120k in value. The alternative was for them to forever be a sub-contractor, a situation which would restrict their ability to deliver to customers as they saw fit. Competing against larger, well-established businesses was not easy and they experienced considerable customer bias towards larger suppliers.

Success Factor

Since its inception CMC has experienced progressive year-on-year rapid growth and in order to ensure that the quality of its service provision was not in any way diluted, it has developed robust processes and procedures together with strong corporate governance. Customer focus has been a key factor - CMC always bids for work that it believes it can deliver excellently. It aims to work for customers with whom it has or can develop synergy based on shared values of openness, trust and respect. The company has also developed a proven recruitment process managed by highly competent, specialist staff. Finally, CMC is committed to investment in staff development, for all personnel, on a continuous basis and has developed a Continuous Learning and Development (CLDP) programme, using 360 feedback to provide a basis for the development of personal development plans.

The Future

The vision is to be the first choice supplier of change, programme and project management consultancy services to the UK Intelligence, Defence and Central, Regional and Local Government sectors. CMC’s market reputation is strong and the company is proud of its track record of repeat assignments and word of mouth recommendations from clients and from consulting staff. The financial target in 3 years’ time (2012/13) is a turnover in the order of £26m, 250 FTE consultants supported by 30 FTE support staff. In the coming year, the business will be bidding for a number of large business tenders which will be the platform for continued successful growth, alongside developing strong relationships with other specialist businesses to allow effective partnership to the benefit of clients.