Backing the next generation of purpose-driven entrepreneurs
Curzon & ARU Partnership
Curzon is proud to support Anglia Ruskin University’s Enterprise Impact Fund — investing £5,000 in student and graduate ventures that combine commercial innovation with meaningful social impact.
About the Initiative
The Enterprise Impact Fund (EIF) builds on the success of ARU’s Social Value Fund, supporting student founders who demonstrate entrepreneurial talent, social purpose, and the ambition to create lasting change. Six to eight shortlisted finalists — emerging from the #ThinkBigARU Pitching Competition — will compete for the £5,000 investment at a Dragon’s Den-style final in Cambridge, judged by a panel that includes Curzon’s own Doug Badham and Chetan Trivedi.
Meet the Judges
Doug Badham
With over 20 years of international consulting experience across the Financial Services, and Technology industries, Doug leads the Curzon Consulting Financial Services practice, supporting banking, insurance and wealth management clients.
Doug’s expertise is primarily in business strategy development, sales and distribution optimisation, customer experience, and operating model.
Chetan Trivedi
Chetan has over 20 years’ international consulting experience. For the past 15 years he has supported Healthcare payers, providers and medical devices companies on strategy, operational improvement and digital transformation engagements across the UK, wider Europe, Middle East, US, India and Canada.
What the fund offers
Financial Backing
£5,000 awarded to the venture best positioned to make a real-world difference.
Expert Mentorship
All finalists receive mentoring through to September 2026, with the winner gaining 12 months of targeted support.
Pitch Experience
A Dragon's Den-style final at ARU Cambridge, presenting to an experienced judging panel.
Judging Criteria
01. Strong Market understanding
02. A viable business model
03. A realistic execution plan
04. Clear potential for social impact
Programme Timeline
#ThinkBigARU competition
Student and graduate ventures pitch for a place in the EIF shortlist.
Shortlist announced
Six to eight finalists selected on entrepreneurial talent, purpose, and social impact potential.
Dragon’s Den final — May 2026
Finalists present to Doug Badham, Chetan Trivedi, and fellow judges at ARU Cambridge. The £5,000 investment is awarded.
Ongoing support to September 2026
All finalists receive continued mentoring. Winner gains 12 months of dedicated post-final support.
Voices from the Programme
Curzon Consulting exists to help businesses solve complex problems in bold, innovative ways that result in enduring commercial, customer, and social value. That’s why we’re thrilled to be sponsoring this year’s Enterprise Impact Fund at ARU. We look forward to engaging with each finalist’s business ideas and being inspired by the impacts and benefits they aim to realise, and to providing some impetus to these ventures’ future success.
Doug Badham, Partner: Financial Services, Curzon Consulting
At ARU, we are committed to nurturing enterprise that creates both commercial value and social impact. This year, we’ve shortlisted an impressive group of ideas — and I’m excited to see the difference they will go on to make.”
Prof Gary Packham, Pro Vice Chancellor of Student Enterprise and Entrepreneurship, ARU
“Initiatives like the Enterprise Impact Fund create a valuable space to share ideas, challenge thinking and gain insight that helps strengthen new ventures.”
Martin Wing, Chief Operating Officer, X-Forces Enterprise
CONTACT US TO FIND OUT HOW WE CAN HELP
Unlocking $30m+ in Annual Value Through Operational Due Diligence and Performance Transformation
Outcomes
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Identified >$30m p.a. P&L improvement opportunity, underpinned by robust operational and commercial analysis
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Converted diagnostic insight into a clear, prioritised value creation plan focused on asset utilisation, service performance and sales effectiveness
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Designed a scalable implementation model, including in-country capability ‘hothouses’ to accelerate delivery and embed change
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Delivered a phased benefits realisation roadmap, linking operational initiatives directly to cash flow impact
Background
Despite its strong market position as a first-tier oilfield services provider, the business was underperforming relative to its potential.
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Asset capacity was constrained by low utilisation of critical equipment
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Operational execution gaps were resulting in service failures, contract penalties and lost work
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Inconsistent job preparation and planning were driving avoidable operational risk
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Sales effectiveness was limited, with insufficient customer engagement and capability gaps across the commercial function
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Functional silos were slowing response times and restricting the organisation’s ability to capitalise on market opportunities
Collectively, these factors were suppressing earnings, eroding competitiveness and limiting the company’s ability to scale.
Curzon Approach
Curzon led a focused operational due diligence to quantify earnings upside and define a clear, executable value creation pathway.
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Sized the earnings opportunity through an initial top-down assessment to establish the scale of potential value and prioritise analysis
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Conducted targeted operational deep-dives across job planning, asset maintenance, service delivery and sales execution to identify structural performance gaps
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Evaluated management discipline and performance systems to understand barriers to consistency, utilisation and growth
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Built a robust bottom-up value case, grounded in operational evidence and market dynamics
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Designed a scalable implementation framework to optimise asset utilisation, strengthen service performance and embed management best practice across geographies
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Developed a phased financial model linking operational initiatives to P&L and cash flow impact
CASE STUDIES
Read some of the client problems we have solved!
From Market Entry to Measured Exit: Testing and Validating a Solar Aggregator Opportunity
Outcomes
The pilot successfully validated demand, operating economics and funding appetite, including securing in-principle agreement for an initial £50m investment.
Crucially, the testing phase also exposed structural sensitivities within the model. Armed with real-world data, the business made a disciplined decision not to deploy capital until risk-adjusted returns met its investment threshold, preserving capital and avoiding potential downside exposure.
Background
Government-backed feed-in tariffs had created a compelling entry point into solar. On paper, the returns were attractive and funding appetite was strong.
However, entering the market required building an entirely new operating model, spanning customer acquisition, installation, asset financing and long-term performance management. The economics depended on tight conversion rates, lender alignment and seamless supply chain coordination.
Before committing significant capital, the business needed to determine whether the opportunity was genuinely scalable, financeable and resilient to downside risk.
Curzon Approach
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Designed the end-to-end operating model, mapping the full solar value chain, from customer acquisition to installation and asset management and identifying the most scalable aggregator structure.
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Built and activated the supply chain, selecting and negotiating with installers, equipment providers, and delivery partners to establish competitive commercial terms.
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Executed a live market pilot, launching a three-month programme to test real customer demand, conversion economics, operational capability and financial viability.
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Structured the funding model, identifying and engaging capital partners to support asset financing and long-term balance sheet development.
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Developed a forward roadmap, positioning Solar PV as a platform for broader micro-generation and renewable energy expansion.
CASE STUDIES
Read some of the client problems we have solved!
Implemented a board-sponsored orthopaedic transformation programme for a leading UK hospital group
Outcomes
Implemented a board-sponsored Orthopaedic transformation programme for a leading UK hospital group
- Achieved 20%+ in annual cost savings through standardisation and supplier renegotiation
- Reduced Length of Stay (LoS) by 20-30% by standardising care pathways
- Improved profitability & win rates enabling stronger NHS, PMI and Self-Pay performance
- Enhanced clinical outcomes & patient experience
Background
Significant profitability variations across sites and Orthopaedic consultants resulted in sustained profit erosion, prompting the need for an operational and clinical standardisation programme
Curzon Consulting was engaged to identify cost-effective implants without compromising outcomes and lead the resulting transformation through change management
Curzon Approach
- Developed a robust patient profiling methodology to standardise length of stay and guide implant system selection
- Set outcome-driven implant standards using ODEP ratings (value-based healthcare) and developed a business case for 3D-printed, patient-specific knees for self-pay patients
- Established a Clinical Advisory Group and implemented dedicated training to align consultants on protocols
- Streamlined supplier base, renegotiated contracts based on redistributed volumes, and exited low-volume sites
- Deployed traffic light dashboards to monitor clinical, operational, and commercial KPIs, ensuring compliance and driving accountability
CASE STUDIES
Read some of the client problems we have solved!
Introduction to our Internship Programme
Welcome to our Internship Programme!
A unique opportunity designed to provide you with a hands-on, immersive experience that bridges the gap between academic learning and real-world application.
Whether you’re aiming to develop specialised skills, gain industry insights, or kickstart your professional journey, this programme is tailored to nurture your potential and help you excel.
Our internships offer a supportive and dynamic environment where you will work on meaningful projects, collaborate with seasoned professionals, and receive mentorship to guide your growth. You’ll have the chance to contribute to impactful initiatives while enhancing your skills and knowledge in your chosen field.
PROGRAMME OUTCOMES
Practical Skill Development
Gain hands-on experience in your field, applying theoretical knowledge to real-world scenarios. You’ll leave the programme with enhanced technical and soft skills, such as problem-solving, communication, and project management
Industry Insight
Understand the inner workings of the industry, including its trends, challenges, and opportunities. This experience will help you make informed decisions about your career path and future aspirations
Network Building
Establish connections with professionals in your field, opening doors to potential future opportunities and collaborations
Portfolio Enhancement
Build a portfolio of work that showcases your contributions and achievements during the programme. This tangible evidence of your capabilities will be invaluable in future job applications
Increased Confidence
Develop a sense of confidence in your abilities as you overcome challenges, meet deadlines, and contribute to the success of a team or project
Career Readiness
Gain clarity on your career goals and direction, equipped with the knowledge and experience to pursue them effectively
We are excited to support your growth and success during this internship. Together, we’ll make this experience a stepping stone toward achieving your professional aspirations
Thank you for your interest in our internship programme.
Please note that applications for this Summer closed on Fri 13th March 2026 for a July start of a 12-week programme.
The next window to apply will be Feb 2027.
Drive your sustainability strategy by assessing your scope 3 emissions!
Drive your sustainability strategy by assessing your scope 3 emissions!
Driving commercial expansion at pharma companies
As pharma start-ups mature from R&D organisations into commercial ventures, they need to establish governance, controls and disciplines across their operations. John Mason, Manufacturing & Engineering Services Partner at Curzon Consulting explores market expansion and operating model maturity.
Market expansion
Pharma companies should deploy a scalable and repeatable go-to-market approach to guide, accelerate and assure commercial expansion.
The benefits are:
- Identify, manage and reduce operational, commercial and regulatory risk
- Independent review and challenge of expansion plans and strategies
- Decrease duplication, rework and capability gaps
Operating model maturity
Reduce compliance and performance risks through improved governance, controls and disciplines across the footprint. The benefits include:
- Clarity on investment priorities
- Standardised, effective and efficient ways of working
- Rapid deployment of back office services
- Simplified data and systems landscapes
Programme management
Deploy robust disciplines, tools and capabilities to drive efficient and effective commercial expansion programme. The benefits are:
- Balance agile ways of working with quality, discipline and challenge to optimise outcomes
- Access tried and tested programme management toolkit and capabilities
- Grow organisational skills and capabilities
Contact us to explore how to drive market expansion and operating model maturity.
