Founding Partner
Mark Eburne
Twenty years inside transformation programmes. Sequencing, delivery and the discipline of not releasing until the organisation can absorb it.
LinkedInAbout Ionyze
We built the firm we wished we'd been hired into.
Business, process, and technology consulting for mid-market transformation. We restore line of sight between the vision the board signed off and the work being delivered on the ground.
Discipline
Business & process consulting
Market
Mid-market transformation
Founders
Mark & Tanveer
§ 01 · Why we exist
The hard problem isn't where most consulting is sold.
Most programmes don't fail outright. They drift. Quietly, structurally, expensively. We built Ionyze to catch drift before it becomes the story.
Most transformation consulting is sold to organisations that haven't started yet. That's not where the hard problem lives.
The hard problem lives eighteen months in, when the strategy deck is on a shelf, the platform is half-implemented, and nobody on the executive team can answer a simple question: is this still the thing we agreed to do?
We built Ionyze for that moment. Same people, better methods, stronger results, restoring line of sight when it's quietly slipping away.
How the work feels in the room
Practitioners around a board, not consultants around a slide.
Built by people who built things
Every Ionyze partner has run programmes themselves before advising on them. The methods come from inside the work.
Leadership
The partners behind the work.
Ionyze is run by practitioners who have done the programmes themselves.
Founding Partner
Tanveer
Practitioner across field service, finance and platform architecture. Brings the L1-3 process discipline that anchors every engagement.
LinkedInPartner · Sales Transformation
Michael Cox
Sales transformation lead. Couples the art of how a sales team actually wins with the science of D365-anchored measurement, agent-augmented pipeline and a commercial operating model that scales.
LinkedIn§ 02 · How we work
Five principles. They decide which work we take, how we run it, and when we leave.
These aren't values. They're operating rules. Each one shapes a decision we make every week.
- 01
Sustain, then leave.
Most consultancies are designed to stay. We're designed to leave. Every engagement has a dated handover, a named successor inside the client team, and a point at which our involvement ends by design. The measure of our work is what continues running after we've gone.
- 02
Outcomes, not outputs.
Deliverables aren't the point. The point is the dial that moves: cycle time, conversion, error rate, cost per transaction. We agree the dial in the first conversation and we measure it in the last. Everything in between earns its place by what it does to that number.
- 03
Measure, don't assume.
Every engagement starts with a baseline. Not a workshop, not a maturity assessment, a measurement. We instrument the actual work before we touch it, because the data is almost always different from the story the organisation tells itself about how it operates.
- 04
Fix the work, not the strategy.
Most transformations don't have a strategy problem. They have a workflow problem dressed up as a strategy problem. We go to where the work happens, the screens, the handovers, the queues, and fix it there. The strategy gets clearer once the work does.
- 05
We turn down the wrong work.
We say no to engagements where the sponsor won't commit to measurement. We say no to briefs that arrive as a solution looking for a vendor. We say no when success can't be defined in the first conversation. The list of what we don't do is the reason we're good at what we do.
§ 03 · The founders
Two founders. Same firm, different chairs.
Mark and Tanveer met at Cognizant and spent more than a decade working on the same problem from opposite sides. Mark as the consultant designing transformation programmes. Tanveer as the product owner running them inside the client. Ionyze is what happened when they compared notes.
Mark Eburne
Co-founder · Lead consultant
Cognizant alumnus. Lead consultant on D365 implementations and replatform programmes across distribution, building services, and field service. Specialist in process design at L1 to L3, platform alignment, and the parts of transformation programmes that get underscoped until they break.
[Placeholder: confirm whether Mark personally covers the homepage's ecommerce, sport, behavioural science, special operations claim, or whether that lives in the network. This card is where it has to land.]
D365Process designAPQC PCFBPMN 2.0Replatform
Tanveer Syed
Co-founder · Head of transformation & change
Cognizant alumnus and Tech Nation-endorsed Exceptional Talent in Digital Technology. Twenty years of programme leadership across utilities, automotive services, and connected products. Most recently a global product owner leading a multi-region CX, field service, and finance transformation. ISB MBA, PMP, and Microsoft-certified in D365 Field Service and ERP.
D365 Field ServiceD365 ERPTech NationPMPISB MBAAgile PM
§ 04 · Track record
More than twenty major transformation programmes.
The shape of the work, without the client list.
Sectors
UtilitiesBuilding servicesDistributionProfessional servicesTelecomsAutomotive servicesConnected products
Programme types
D365 implementationsCRM & ERP replatformsField service rolloutsPost-merger integrationsOperating model redesignsProduct transformation
Roles held
Lead consultantProgramme directorWorkstream leadGlobal product ownerBusiness change leadSenior advisor
Programme scale
[Placeholder: smallest to largest in users and £. E.g. 100 to 2,000 users; £500k to £15m programme value.]
We can name specific clients in conversation. Some references are available on request. We don't put logos on the website without written permission, and we don't ask for permission until a programme is genuinely complete.
§ 05 · Who we work with, and who we don't
A short list. Both ways.
We work with mid-market organisations that have a transformation underway and a sponsor who's prepared to measure it.
Typical engagement: 100 to 500 user platforms, £20m to £200m turnover, a programme already in flight or about to be. The buyer is the COO, the operations director, the CFO, or the programme owner. Someone with the authority to insist on measurement and the patience to act on what it shows.
We're not the right firm for organisations that haven't started yet, or for FTSE 100 enterprises with the scale to run their own transformation function. We're not the right firm if the brief has already specified the answer. And we're not the right firm if the engagement can't be defined, measured, and ended.
§ 06 · The fastest way to know
The fastest way to know is a thirty-minute call.
No pitch deck. No discovery questionnaire. We'll ask three questions, you'll ask three questions, and at the end of the call we'll both know whether there's a reason to talk again.