VaultNexCoreGrid
About

The firm behind the work

Structured thinking for complex decisions.

Marcus Ellery
Founder

VaultNexCoreGrid was founded in 2017 by Marcus Ellery after eleven years in senior roles at two large strategy houses in London and Toronto. The decision to go independent was not a dramatic one. Marcus had spent the better part of a decade watching genuinely good recommendations fail to stick because the consulting model itself was structured to keep clients dependent. The firm was built around a single corrective principle: every engagement should leave the client more capable than it found them, not more reliant on outside help.

The name of the firm is deliberately abstract. Marcus chose it because he did not want the firm's identity to rest on a personality or a geography. The work is the identity. In practice, VaultNexCoreGrid operates as a tight team of three: Marcus, a senior associate with a background in organisational psychology, and a second associate who spent eight years running operations for a mid-sized logistics company before moving into consulting. That operational background matters. We have sat in the rooms where the decisions land, not just the rooms where they are made.

Today the firm works primarily with mid-market companies in professional services, logistics, and technology-adjacent sectors, typically at moments of significant transition: a merger, a leadership change, a growth plateau, or a strategic pivot that has stalled. We take on a small number of engagements each year, deliberately. The current client roster sits at seven active engagements. We are not trying to grow into a large firm. We are trying to do this work well, for a long time, for clients who value the difference.

How we restore

Fixed-scope, fixed-fee engagements only. No op Decision-rights register built from scratch; reporting lines clarified across four divisions after a merger left authority structures undefined
Senior-led delivery: Marcus Ellery works every Informal power structures mapped alongside the org chart; diagnostic surfaced a budget-line conflict between two divisions that had been unnamed for three years
Diagnostic phase before any recommendation is made Two-day session redesigned around the three genuine disagreements in the leadership team; written strategy brief delivered within five working days
All frameworks and tools handed over in plain- Programme delayed by one quarter after assessment identified capacity constraints; delay allowed the organisation to absorb the change without the predicted attrition
No proprietary methodology that requires us to Marcus Ellery worked two days per week alongside a newly appointed MD for five months; operating rhythm and decision cadence established before the permanent COO was hired
Six-month post-engagement check-in included at Internal team trained to run their own diagnostic and strategy facilitation cycles; six-month check-in confirmed the team had run two sessions independently

Ready to look at the problem clearly?

The first conversation is a working session, not a sales call. We will ask you direct questions about what is actually happening, and we will tell you honestly whether we are the right fit.

Contact us
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