Where we start
Saiga works with groups built through acquisition, where marketing and sales both function but no operational layer connects them to revenue. Engagements start from the problem in front of you. These are the five we are asked about most.
Consumer Duty communications evidence
Your board report asserts that customers understand your communications and that support works. The FCA has said plainly that assertion without evidence is no longer enough. The evidence lives in your communications and customer data, and in multi-brand groups it lives in several places at once.
A two to three week review of what you can evidence, what you cannot, and what has to change before the next cycle.
Post-acquisition customer data consolidation
The deal closed, finance consolidated, and the customer data stayed where it was. The same customer now exists across brands with different identifiers, different consent records, and different contact rules. Cross-sell targets assume a single customer view that does not exist.
A structured review of what you actually own, where it fragments, and the sequence for bringing it under one operating model.
Migration and platform selection assurance
Platform decisions are the most expensive CRM decisions a business makes, usually made with the least independent information. The vendor is selling and the implementation partner is paid by the day.
Independent, client-side oversight of selection and migration, from someone with no implementation practice and no platform to recommend.
Deliverability, consent and data remediation
Inbox placement falling. Consent records that would not survive scrutiny. Data hygiene that puts a caveat on every report. These problems build slowly, sit between teams, and compound until they become incidents.
Scoped, fixed-price remediation, ending with the rules and ownership that stop the problem returning.
Fractional CRM and lifecycle leadership
There is a gap between needing senior CRM leadership and being able to justify the permanent hire. It opens when a head of function leaves, when an acquisition doubles the estate, or when the function has practitioners but no operating model.
Scoped, deliverable-based leadership over three to six months. Decision quality and standards, not presence.
Five doors, one method
Every engagement runs on the same spine: Diagnose. Redesign. Govern. The frameworks behind it, CONTROL and CLEAR, are documented openly.