Our Services
We are a strategy consultancy focused on improving how complex organisations think, decide, and execute at scale.
QoreX helps organisations regain control when complexity starts to slow performance. We work with leadership teams facing unclear priorities, poor visibility into what creates value, and decision-making that is too slow or too risky for the scale of the business.
We focus on what truly matters, simplify how the business operates, and put clear performance and decision systems in place so leaders can act with confidence and speed. Where data, analytics, or AI genuinely improve outcomes, we embed them directly into how the organisation runs.
QoreX is not simply a technology vendor or an implementation factory. We don’t sell tools, dashboards, or activity for its own sake. We help organisations restore clarity, discipline, and control where the cost of poor decisions is too high.
Our core service pillars are outlined below:
1. Decision Intelligence Control (AI-Enabled)
QoreX works with executive teams to restore control over enterprise performance where scale, complexity, and governance have slowed decision-making and diluted returns.
Problem we address:
Executives are overloaded with reports but lack timely, decision-grade insight.
Critical decisions are delayed, escalated unnecessarily, or made without a clear view of consequences.
What we do:
We design and embed AI-enabled decision intelligence that supports how executives actually run the business.
This includes:
-Establishing a single, trusted view of enterprise performance across financial and operational metrics
-Replacing static reporting with real-time visibility and forward-looking indicators
-Embedding scenario analysis and predictive insight into executive and board decision cycles
Value to enterpise:
Faster decisions, fewer surprises, and improved confidence in capital allocation and operational trade-offs.
2-Margin Imprvement and Process Optimization
Problem we address:
As organizations scale, costs rise quietly, accountability fragments, and margins erode without a clear line of sight. Leaders see the financial impact, but lack transparency into where value is leaking across processes, systems, and organizational layers.
What we do:
We identify structural inefficiencies and process breakdowns, then redesign operating and process models to protect margins and sustain operational capability.
This includes:
-Diagnosing margin leakage across cost structures, end-to-end processes, and organizational interfaces
-Redesigning and simplifying core business processes to eliminate friction, duplication, and non-value-adding work
-Aligning operating models, roles, and decision rights to restore clarity and accountability across divisions
-Enabling process execution through better platform integration, data flow, and digital workflow design
Value to enterpise:
Sustained EBITDA improvement, clear cost and process ownership, and operations that scale efficiently—supporting growth rather than constraining it.
3-Revenue Clarity & Disciplined Growth
Problem we address:
As revenue grows, value often does not. Aggregated reporting masks which customers, products, and channels truly create economic value, while pricing and growth decisions are driven by momentum rather than return on capital.
What we do:
We bring clarity to where revenue genuinely creates value and redesign the commercial model to drive disciplined, capital-efficient growth.
This includes:
-Identifying true economic contribution by customer, product, and channel
-Exposing unprofitable or underperforming revenue hidden by aggregated reporting
-Resetting pricing, discounting, and commercial terms to reflect real value and cost-to-serve
-Prioritising growth initiatives based on return on capital, not volume or internal bias
-Aligning sales, marketing, and operations around a single, integrated commercial plan
-Designing an integrated, KPI-driven performance platform that provides a single, decision-grade view of the business.
Value to the enterprise:
Sustainable revenue growth driven by focus, pricing power, and competitive advantage — not volume.
4-Transformation & Change Control
Problem we address:
Major business change, including transformations, acquisitions, and separations often creates disruption without delivering the expected value. Initiatives multiply, accountability weakens, and benefits erode due to poor governance, unclear ownership, and weak value tracking.
What we do
We design and control complex business change to ensure transformation, M&A, and separations translate into measurable and sustainable value.
This includes:
-Designing and governing enterprise-wide business transformation with clear value objectives
-Defining M&A and separation strategies aligned to strategic intent and financial outcomes
-Controlling integration and separation execution to protect performance, continuity, and management focus
-Reshaping organisational structures, capabilities, and leadership to support the target operating model
-Tracking value realization to ensure benefits are delivered, not just planned.
Value to the enterprise
Disciplined change, controlled execution, and measurable value creation — not disruption for its own sake.
