spg advisory 
SPG Advisory works with mid-market financial services leaders on the gap between the strategy on the page and what the organisation actually does.
The board approves the plan. The logic holds. Then execution slows, and the explanations begin: the market shifted, the integration was harder than expected, the team needed more time.
The strategy is rarely the problem. The conditions for executing it are and those conditions are behavioural, organisational and quietly assumed rather than built. That is the work.
Deal logic built on synergies that quietly assume cultural and organisational conditions which do not exist.
Valuations that strip out the intangibles (trust, capability, alignment) that decide whether performance holds.
A product greenlit on a market that was assumed, never tested. The growth case did the persuading; the demand was never there.
SPG Advisory is led by Stephen Grainger, after twenty years inside the institutions that move money. The test for every engagement is plain: has someone here seen this problem from the inside, with real consequences?