Who we are

Three founders, and no bench behind them.

There are three of us. We came out of Deloitte, HSBC, Lloyd’s of London, Citi and PwC, which means we have all spent time producing the kind of work this business exists to replace. Everything we sell is built by one of the three people on this page, which is both the constraint and the point.

Talk to one of us

Financial modelling and CFO advisory

Roy Wallace

Deloitte
HSBC
Lloyd's of London

Roy has spent his career moving between professional services and the institutions that consume its output, with time at Deloitte, HSBC and Lloyd’s of London. That combination matters more than it sounds: he has sat on both sides of the same conversation, building the analysis in one seat and then being the person who has to defend it to a board in the other.

At Outpost he owns the financial modelling and planning work, and he is usually the person a CFO deals with directly. The models he builds are designed to be opened, challenged and stress-tested by somebody other than their author, which is a lower bar than it should be and one most planning models fail.

Data infrastructure and analytics

Ron Shire

Citi
Deloitte

Ron came up through Citi and Deloitte, working on the unglamorous end of the problem: reconciling records that were never designed to meet, and then having to explain the resulting number to people who had already seen three different versions of it.

He leads the data and reporting work at Outpost. Most of what he does in the first fortnight of an engagement is not technical at all — it is establishing which of the four available figures the business is actually going to treat as true, and getting that written down before anyone builds anything on top of it.

AI workflows and automation

Rex Sanchez

Rex joined from PwC, where he saw enough AI pilots begin and quietly end to develop a fairly unsentimental view of what the technology is currently good for. His working rule is that if a workflow cannot be measured against what it replaced, it should not be built.

He builds the automation work at Outpost: extraction, classification, matching and drafting, embedded inside processes that already exist rather than bolted alongside them. He is also the person most likely to tell you that a particular task is not worth automating, which tends to be the more valuable answer.

Worth being straight about

What three people cannot do.

A firm this size cannot staff a twelve-month programme, cannot put a team on site five days a week for a quarter, and has no interest in pretending otherwise. What we can do is build a specific piece of infrastructure properly, in weeks rather than quarters, and hand it over documented.

If what you need is a large delivery team, you want a different firm and we will say so in the first conversation rather than the fourth.