Prime Horizon Lab was founded in 2018 by Jack Dunmore after a decade working inside larger consultancies where the gap between a finished report and actual organisational change was, in his experience, almost always wider than the client expected. The practice was built around a single conviction: that a strategy document nobody acts on is not a strategy, it is an expense. The early clients were small: a logistics startup in the Midlands, a family-owned professional services firm navigating a succession, a regional retailer trying to understand why its margins kept compressing despite growing revenue. Those first two years were instructive in ways that no prior engagement had been.
The turning point came in late 2020, when a retained client asked Jack to stay involved through the implementation of a restructuring plan rather than handing off after the report. That twelve-month engagement changed the shape of the practice. It became clear that the most useful thing a consultant could do was not to produce a better diagnosis but to remain present long enough to see what the diagnosis missed. Since then, every service offering has been designed with that lesson in mind: the Strategic Diagnostic includes a 90-day check-in, the Organisational Design work includes implementation sequencing, and the Retained Advisory exists specifically for clients who want continuity rather than a series of discrete projects.
Every engagement begins with a structured discovery phase. We map the actual decision-making process, not the org chart version of it, before recommending anything.
Every output is a document a team can act on without us in the room. No slide decks that require narration. Memos, decision frameworks, implementation roadmaps.
Jack Dunmore leads every engagement personally. No handoffs to junior staff after the proposal is signed.
If a project is outside our competence, we say so at the outset. We keep a short list of trusted specialists we refer to when the work calls for it.
All retained clients receive a structured quarterly review session at no additional charge, to assess whether the strategy is holding against real conditions.
A decision that produced a good outcome is not necessarily a good decision. A decision that produced a bad outcome is not necessarily a bad one. This distinction matters enormously for how organisations learn from their own history, and most organisations get it wrong in the same direction: they evaluate decisions by their results.
Read more →A strategy document that nobody acts on is not a strategy. It is a record of a conversation that happened, and an expense that was incurred. This is a pattern that repeats across organisations of very different sizes and sectors, and the reasons for it are usually structural rather than motivational.
Read more →A Strategic Diagnostic is only as useful as the information that goes into it. Preparation on the client side is not about producing polished materials. It is about making sure the right people are available and the right documents are accessible from the first week.
Read more →Answer three questions to identify which service structure is likely the right starting point for your organisation.
Jack Dunmore spent eleven years in corporate strategy roles before founding Prime Horizon Lab in 2018. He trained in systems thinking and organisational design at a graduate programme in Edinburgh, then worked as a senior analyst for a mid-sized management consultancy in London, where he led restructuring projects for clients in financial services and logistics. A persistent frustration with recommendations that never got implemented led him to build a practice focused on execution as much as diagnosis. He lives with his family outside the city, keeps a running log of every client engagement in a paper notebook, and reads widely in economic history.
Submit this form and Jack will respond within two business days with a suggested next step. Usually that is a short call to understand the situation before any proposal is discussed.
