Government & Public Sector
Our anchor practice. We work with ministries, agencies, state-owned enterprises and municipal governments across Africa — from policy design through to standing up the teams that execute it.
Advisory + implementation
Most firms stop at the recommendation. We stay through execution, because the hardest part of public sector reform is never the analysis — it is making the change hold once the engagement ends.
We start with evidence — institutional review, data analysis and structured consultation with the people who will have to live with the decision. No recommendation leaves the team without a defensible baseline behind it.
Options are costed, sequenced and stress-tested against fiscal reality and political feasibility. We set out the trade-offs plainly, including the ones that make the preferred option harder.
We stay through execution — standing up the PMO, building client-side capability and transferring ownership deliberately, so the capability remains after the engagement closes.
Why it matters
An engagement that leaves a ministry unable to run the programme without us has failed, however good the report was.
Public sector reform is judged on what remains in place after the consultants leave. That shapes how we staff and sequence work: client counterparts embedded in the team from week one, documentation written for the people who inherit it, and a deliberate transfer of ownership rather than a closing presentation. Where we run a programme management office, we run it with a stated exit.
Offerings
Eight practice areas spanning policy through delivery. Most engagements draw on several — public financial management reform rarely arrives without a digital and an institutional component.
Diagnostic reviews, options appraisal and drafting support for ministries modernising legislation, licensing regimes and sector regulation.
Budget planning, revenue mobilisation, expenditure control and treasury reform — including the systems and reporting lines that make reform stick.
Feasibility, commercial structuring, transaction advisory and procurement support for public assets delivered with private participation.
Service digitisation, registry and identity systems, data governance and the operating model needed to run them after handover.
Organisational design, capability building and change management for agencies taking on expanded mandates.
Standing up and running programme management offices for multi-year national initiatives, with the governance and reporting donors and cabinets expect.
Results frameworks, independent evaluation and impact measurement that withstand parliamentary and development-partner scrutiny.
Procurement strategy, tender design and probity advisory — building transparent processes that survive audit and challenge.
Who we work with
From sovereign ministries to municipal authorities and the development partners that fund them.
Thought leadership
Not a summary of the market — the views that shape how this practice takes on work.
On capability
Too many public sector engagements end with a report and a dependency. We measure a programme by what the client can do without us twelve months after handover — which means capability transfer is designed in from the first workshop, not bolted on at the end.
On delivery
Programmes rarely collapse at execution; they collapse at a design stage that ignored fiscal space, staffing reality or political sequencing. Advisory that never has to deliver its own recommendations is advisory that never learns this.
On evidence
Results frameworks built to satisfy a donor template rarely inform a decision. Built properly, monitoring and evaluation becomes the mechanism by which a ministry reallocates its own budget — which is the point.
Start a conversation
Tell us what you are trying to change and the constraints you are working inside. We will tell you plainly whether we are the right team for it.