Sudbury is a working region. The companies here are industrial, logistical, professional, and family-held; they are judged on whether the work gets done, on schedule, at cost. That standard shapes how we practise.

We founded SCG on a straightforward observation: the firms that advise on operations rarely build what they recommend, and the firms that build rarely understand the operation. We do the diagnostic and we do the build.

Engagements are led by the person who scoped them. We do not staff work with juniors and supervise it from a distance; senior judgment is applied directly, from diagnostic through handover. Teams are assembled around the problem rather than drawn from a bench.

We hold our work to a standard we can evidence. Baselines are measured before an engagement begins and results are reported against them at the end, whether or not they flatter us. References are available on request, and the first conversation costs nothing.

Our clients run complex operations — typically $50M to $1B in revenue, several hundred to several thousand people, and work spanning multiple sites, systems, or business lines. Industry matters less than operating complexity.

We work equally with firms that have no systems and firms that have too many. The common condition is that the operation now depends on individual effort to hold together.