In the fast-paced world of business transformation, the approach to delivering change can make or break success. For Dale McNeill, Managing Partner of B2E Consulting, the journey from large-scale transformation programmes at a top tier global consulting firm to championing B2E’s unique consulting model has been one of innovation, agility, and redefining what it means to deliver value.

In this exclusive interview, Dale shares insights into how B2E’s Consulting Community Model combines the rigour of top-tier consulting with the flexibility of a curated talent network—enabling organisations to execute change efficiently, cost-effectively, and with unmatched expertise.

Dale, you’ve delivered and witnessed major change programmes at a traditional global consulting firm and now at B2E Consulting; what would you say is the biggest difference in how the two firms approach transformation?

Dale: “When I worked at a top tier global consultancy, the focus was on deploying large, structured teams with deep institutional methodologies. It’s a model that works brilliantly for complex, multi-year programmes requiring heavy governance. But at B2E, we’ve built something different – a just-in-time approach focussing on the expertise and talents of individual consultants and their ability to do transformation with our clients, instead of doing it to them. How can B2E deploy more experienced consultants at a fraction of the cost? Well instead of maintaining a ‘bench’ of underutilised talent, we activate our proprietary network of 20,000 expert consultants precisely when clients need them. This means no overhead costs, no wasted resources, and immediate access to specialists who’ve trained at firms like Accenture, EY, or Deloitte.

Its agility without compromise; we deliver the same quality of work but with laser-focused efficiency.”

How does B2E’s ‘Community Model’ ensure quality if you don’t have a permanent bench of consultants?

Dale: “Great question. Our community isn’t a passive database—it’s a curated network of professionals we’ve worked with for years. Many are ex-Big 4 or top-tier strategy consultants or Industry subject matter experts who’ve chosen the flexibility of independent work without sacrificing rigour.

Take a recent example: a financial services client needed help setting up a dedicated team to undertake all activities related to M&A and divestment; People, Process and Technology. Over the next year and a half, a B2E Consulting team of up to  25 consultants worked with the client to move a non-core work activity into a high performing service area. As well as adding capacity to enable value from the incoming M&A deals, the team delivered playbooks, underpinning technology, governance and organisational structure. And the cherry on top? Well, 10 members of the B2E team have transferred to the client to ensure continuity (something which our Community Model allows for).

Quality isn’t just maintained—it’s amplified because our consultants are handpicked for exactly what the client needs.”

How does B2E Consulting handle long-term programmes differently to the more traditional consultancy top tier firms?

Dale: “Long-term programmes need stability, but they also require adaptability. In many cases, at the top tier global firms, large teams are often embedded for years and would heavily rely on the methodologies that previous teams have created, there was no tailoring. Again, this absolutely has advantages for companies of huge scale where standardising to ensure quality is the focus, but to use one of my favourite quotes:

“All models are wrong, but some are useful” – George E. P. Box.

At B2E, we have the flexibility and agility to break programmes into modular phases, each staffed with specialists for that stage. For example, during a recent technology implementation for a UK insurer, we used:

Phase 1: Strategy and Design Experts

Phase 2: Business Architects, Business Analysts, Technical Architects and Developers.

Phase 3: Change Managers to drive adoption.

This ‘surgical’ approach prevents skill gaps and keeps costs lean. Clients pay for what they need, when they need it. Plus, consultants stay motivated because they’re working on challenging, focused engagements—not just ‘filling seats’.”

You mentioned cost efficiency. How does B2E’s model create financial benefits without cutting corners?

Dale: “Traditional models include overheads for bench salaries, office space, and layers of management and back office functions; we strip that out. The beauty of our model is that all our consultants are judged only on the outcome of their client work, nothing else matters.

For instance, over a four year period, we were able to save our client over £9 million. We did this by only deploying resources that were needed at that point in the project at a reduced price compared to our competitors. But it’s not just about cost. Our consultants are often more experienced because they’ve delivered similar programmes multiple times across industries. There’s no ‘learning on the job’—they hit the ground running.”

What’s the secret to building a community of 20,000 top-tier consultants?

Dale: “Two words: respect and relationships. Many consultants leave big firms because they want autonomy but still crave impactful work. We treat our community as partners, not commodities. They get fair rates, interesting projects, and flexibility. In return, clients get passionate experts who are willing to go that extra mile.

We’ve also built a Life@B2E programme; networking events, upskilling webinars, and well-being support. It’s a virtuous cycle; happy consultants deliver better results, which keeps clients coming back.”

Finally, what excites you most about B2E’s future?

Dale: “Proving that we can deliver expertise, quickly and cost effectively. Clients are realising that they do not need a ‘one size fits all’ model. They are discovering that there are alternative delivery models for their consulting and resource augmentation requirements. The future is about right-sizing transformation: the right people, the right cost, the right time. And that’s exactly where we excel.

B2E looks to utilise the best ideas and technologies that are available – we have recently deployed an AI enabled resource management system called Firefish which allows us to effectively manage our consulting community and our client requirements. We also focus on sustainability (we’re in the top 1% of EcoVadis-rated firms). B2E is redefining what consulting can be.  I am very proud of that.

I believe that B2E Consulting’s unique model isn’t just an alternative to traditional consulting—it’s a smarter evolution. By combining elite talent with agile delivery, we’re helping clients achieve transformative results without the legacy overheads.”

“Why pay for a battleship when you need a speedboat?”

Ready to rethink your approach to change? Explore how B2E’s Consulting Community can deliver your next programme with precision and agility.

About the author – Dale McNeill:

Dale has spent the majority of his career consulting in IT Service Management, firstly with Northgate IS, then more recently with Accenture. An ITIL Expert with Cross Industry knowledge, Dale has led many consulting projects in large programmes across the IT Lifecycle. Dale joined B2E in January 2017, supporting some of our key client accounts and helping develop capabilities to support new clients, showcasing our expertise and growing our B2E community.

When not in the office, Dale enjoys going to a variety of gigs, visiting the cinema, cooking and talking to his budgie, Eric. A new addition to the family (Gus the Cocker Spaniel puppy) also keeps him busy and very fit!