About Us

Strategic Mangement Consultants

Strategic misalignment – an everyday problem


With time, processes and systems get complex, decisions slow, silos emerge


Pet projects consume time and money, costs rise through inefficiency and fire-fighting


Leadership becomes a chore, direction is lost, standards slip, bureaucratic controls rise


Unwieldy systems, limited resources and equivocal leadership harm performance

We realign people, systems and business purpose

We confidently marry the unpredictable activities of human beings – the choices and actions that make up leadership and practice – and the structural components of a business – the systems and resources that shape work.

What we do and how it helps

Ask Hard Questions

Analyse engagement, effectiveness and outcomes, to pinpoint risks to business aims


Advise on Direction

Advise on realignment strategy and culture changes – to guide your people to what matters


Facilitate Consensus

Help everyone agree on complex questions – to aid decision-making, buy-in and cooperation


Design Initiatives

Structure and facilitate the realignment programme – we take care of the 'how' of change so you have time for the 'what'

Bring Clarity

Cut through office politics, disentangle complex practices and talk in plain English – so everyone can be involved

Ensure Momentum

Challenge your teams to keep engaged and moving, support people to solve problems, advise on strong solutions

Help People Grow

Mentor individuals and coach teams to adopt fresh thinking and new practices – and so find their place in the new culture

Outcome of our work – strategic alignment


Processes, systems and data enable people to do what the business needs


How time and money are spent benefits employees, customers and shareholders


Confident leadership brings direction, involves everyone, creates chances for growth


People enjoy work and commit to the mission, trust and engagement are the norm

Benefit – for the four investors in your future

Your Employees

Your people discover a workplace where their efforts more easily translate into results – engagement and satisfaction rise

Your Customers

Aligned organisations respond better to evolving customer demands, competitive threats and technology advances

Your Shareholders

When work is aligned with purpose, costs fall and outputs improve – financial returns are higher and more secure

Your Society

Well-run, effective and stable organisations can demonstrate more positive social impact

Quentin Millington, Founder

Founder Quentin Millington has worked with FTSE-100 companies and SMEs. He is experienced in strategic questions as well as day-to-day operations, the challenges of people development, and the complexities of organisational change.

Marble Brook Founder Quentin MillingtonAs Chief Operating Officer and in related roles at tier-one investment banks, with budgets over US$100m Quentin led client-facing and operations teams of up to 130 people. He also ran – across US$1bn organisations of more than 1,000 employees – global initiatives to increase productivity, cut cost and enhance service through client-oriented work cultures.

Fellow of the Institute of Leadership and Management (FInstLM), Quentin is adviser to the CEO and executive board of the Royal Hospital Chelsea and a member of the Advisory Board of English National Opera. For Engage for Success he chairs a group set up to explore how to harness ‘values’ and ‘integrity’ – organisational alignment – for employee engagement and business gain.

Quentin has an MPhil in Innovation, Strategy and Organisation from Cambridge, an MSc in International Management from SOAS, London and a first degree in Oriental Studies from Oxford. Proficient in Chinese, Quentin has lived and worked in New York, Hong Kong and Taipei.

I chose the name ‘Marble Brook’ because we bring experience in the free-flowing dynamics of a business – leadership and people – as well as the systems, processes, budgets, etc. that guide work. Often neglected, it is the alignment of people and systems that determines the success of an enterprise.


Our three principles

Our three principles tell you how we work –


Experienced, intelligent and creative, we know how ‘the organisation’ can fall out of step with employee, customer and shareholder demands. We shed light on this difficulty to bring you no-nonsense, lasting solutions.



The usual consulting mix of jargon and complexity baffles people and costs time and money. With easy-to-use frameworks and everyday language we simplify the process of getting from A to B.


We support executives to set out their ambitions. We then involve people at all levels to map out what shifts will optimise alignment. Our inclusive approach lowers resistance, helps people own new ways of working, and shares the burden of change.

Strategic Alignment | Silo-Busting Purpose

Silo-Busting Power of Business Purpose

Well understood business purpose has the power to break down all-too-familiar organisational silos, uniting colleagues across departments and teams. Clear statements of purpose lead to a more effective organisation.

Strategic Alignment | 40 Hours' Work

Why 40 Hours’ Work Makes Only 20 Hours’ Difference

People often feel, even when they work hard, that their efforts have little impact. Poor ‘strategic alignment’ – when day-to-day practice falls out of step with what the business needs – makes work an uphill struggle.

Employee Engagement | NASA Janitor

Mopping Floors, or Sending a Man to the Moon?

Your organisation’s ambition to change the world can inspire great accomplishments – but only if people see how their own role fits into the wider purpose. Are your people mopping floors or, as NASA’s janitor believed, sending a man to the moon?

Why Management Exists

Get everyone on track to a single destination – and life at work becomes easier, customers get a better deal and shareholders enjoy higher returns. Management exists to agree, set out and champion business purpose.

Employee Engagement | Leadership Obsession

Our Obsession With the Lycra-Clad Thighs of Leadership

Our preoccupation with leadership harms employee engagement and business outcomes. Recognise leadership for its capacity to steer, but not drive, the organisation.