About us


Delivering performance improvement through process management.

Since 1984, we have been enabling our clients to improve their business performance by translating their aspirations into tangible actions.


Our consultancy is underpinned by our unique philosophy and methodology, we help you to eliminate waste, reduce variation and delight your customers. Our approach changes the way your work, works and improves the results you produce now and in the future.


We are a friendly team of expert practitioners who consult and train around the world across all functional areas, with every kind of performance challenge. We enable you to improve your business performance through better processes and more engaged people, and we would love to show you what we can do.


What to expect



Total focus on achieving real results, walking the talk of performance improvement.


Genuinely committed to client success, doing what’s right, saying what’s needed, seeing it through.


Expert, experienced and deeply immersed in our philosophy, methodology and practice.


Hearing what systems, processes, people and customers are saying, gathering and analysing data.


Beyond training, sharing skills and knowledge, leaving a legacy of capability.

PMI’s Leadership Team


Rich Seddon Managing Partner

Susannah Clarke, Managing Partner

Rebecca Seddon, Managing Partner

Jane Seddon

Jane Seddon, Chair

Des Kelly

Des Kelly, Partner Consultant


Our approach

The interventions we create with clients are rooted in Dr. W. Edwards Deming’s System of Profound Knowledge; a method of transforming people’s understanding of organisations, relationships and decisions. It allows leaders, managers, change agents and consultants to benefit their organisations in ways they never thought possible.

Our interventions integrate the four parts of the System of Profound Knowledge.

System of Profound Knowledge

Systems thinking: Understanding the system as a whole and the inter-dependencies within it, and considering how to optimise it over time.

Understanding variation: Learning how to allow for variation when making decisions and learning, and focusing on getting processes on target with minimum variation.

Theory of knowledge: Understanding how individuals and organisations learn and coming to see knowledge as a series of useful models or theories with boundless scope for testing and improvement.

Understanding psychology: Learning what makes people tick in order to lead and involve them in organisations.

System of Profound Knowledge

Deming's System of Profound Knowledge