About PRUDOM
Different operational backgrounds. One approach.
We combine frontline operational experience with customer, commercial and analytical expertise to understand the whole operation — not just one part of it.
From the floor to the boardroom, PRUDOM examines frontline delivery, customer, people, process, commercial performance, data, management and leadership as connected parts of the same operation.
Why we started PRUDOM?
PRUDOM was founded on a simple observation: most businesses already have the people, experience and capability they need to perform well. What they often lack is clear visibility of where performance is being lost — and the time or structure to fix it.
Throughout our careers, we have worked across engineering, agriculture, automotive, fleet, hospitality, energy and customer operations. Despite the industries being very different, we repeatedly encountered the same challenges.
Work gets stuck. Capacity is poorly understood. Processes develop around habit rather than purpose. Management information tells leaders what happened, but not why. Small inefficiencies become accepted costs of doing business.
And, too often, the people running the operation are simply too close to it — and too busy running it — to stand back and diagnose the underlying problem.
We created PRUDOM to provide that outside perspective.
Our backgrounds are deliberately different.
Brendan's career has centred on operational turnaround, engineering, workshops, fleet and production — understanding capacity, labour, workflow, cost and commercial performance at ground level.
Frankee's career has focused on operational leadership, customer experience, data, resource planning and continuous improvement — turning complex information and processes into structured, measurable performance.
Together, that allows us to look at a business from both sides: what is happening operationally and what the data, processes and customer experience are telling us.
We don't believe improvement starts with a generic framework or a pre-written solution.
It starts by understanding the business properly.
Getting into the operation. Speaking to the people doing the work. Following the processes. Understanding the numbers. Identifying where time, money and capacity are being lost.
Then building practical improvements around the business that actually exists.
That's why we created PRUDOM.
About Frankee
Frankee is a senior operations, transformation and customer experience leader with a track record of building, scaling and improving complex service operations.
Throughout her career, she has worked across telecommunications, infrastructure, energy and luxury hospitality, progressing from operational planning into senior leadership with responsibility and influence at Director and board level. Although the industries have varied, her focus has remained consistent: creating clarity within complex operations and turning that understanding into measurable, sustainable improvement.
She has built customer operations from the ground up, designed operating models and organisational structures, established roles and responsibilities, and created the processes, governance and management information needed for teams to perform effectively. Her experience includes leading operations across the UK and South Africa, developing resource and capacity-planning frameworks, implementing extended-hours service coverage and building scalable teams capable of supporting rapidly growing businesses.
Most recently, Frankee led Customer Experience and Customer Operations within the telecommunications and FTTP infrastructure sector. Her remit covered complex B2B service delivery across wholesale partners, including provisioning, faults, network outages, escalations, complaints, partner onboarding and service-level performance. This required close collaboration across network, technology, product, commercial and operational teams to ensure that the customer operation developed alongside the wider business.
Frankee has also held international operational responsibilities spanning Europe, Asia, Africa and Australia. This gave her extensive experience of balancing customer expectations, commercial performance, operational efficiency and organisational change across different markets and cultures.
Throughout her career, she has led major restructuring and transformation programmes, redesigned customer journeys, developed operational dashboards and board-level reporting, and introduced continuous-improvement initiatives that generated more than £7 million in cost savings and additional revenue.
Frankee’s strength lies in making complicated operations easier to understand, manage and scale. She looks beyond the headline KPI to understand what is driving it: where demand is entering the operation, how capacity is being used, where work is becoming delayed or duplicated, and whether leaders have the information they need to make effective decisions.
She combines a strongly analytical approach with the understanding that sustainable performance depends on people, processes, customers and commercial priorities working together. She does not impose generic solutions. She takes the time to understand how a business actually operates, speaks to the people doing the work and follows the data and processes from beginning to end.
Her approach is simple: understand the operation properly, identify the root cause, simplify where possible, measure what matters and build improvements that can perform consistently as the business grows.
About Brendan
I’m an operations leader specialising in operational turnaround, with experience leading complex, multi-site operations across engineering, fleet, agriculture, automotive and high-volume production.
My background combines senior operational leadership with a strong technical mindset. I’m comfortable working at both levels — understanding the commercial and strategic picture while being able to get into the detail of how an operation, workshop, production process or engineering function actually works.
I’ve led multi-site operations and teams ranging from specialist engineering functions to workforces of up to 350 people, with responsibility for profitability, cost, quality, compliance, workforce performance and operational delivery.
I’ve spent much of my career close to the operation itself. Workshops, production environments, engineering teams, fleets and depots are where I’m most comfortable. I want to understand what is actually happening on the ground, rather than relying solely on what a report or KPI suggests is happening.
That technical and operational understanding, combined with data, allows me to identify where time, capacity and margin are being lost — and, more importantly, understand why.
My approach is straightforward: understand the numbers, understand the operation behind them, identify the root cause and then make practical changes that deliver measurable results.
Across my career, those changes have included increasing monthly hire profit from £40k to £115k, improving labour efficiency from 44% to 86%, reducing HGV workshop expenditure by £52k per month, cutting fleet defects by 87%, and increasing production output by more than 130%.
What interests me most isn’t simply improving a KPI. It’s understanding why the KPI was poor in the first place.
That means looking at workflow, WIP, labour recovery, productivity, scheduling, capacity, parts, purchasing, quality, management information and team accountability as interconnected parts of the same operation rather than isolated problems.
I believe good operational leadership creates clarity and control. Leaders should understand where they are making money, where they are losing it, what capacity exists within the business and what is preventing their people from performing at their best.
I’m at my best in complex operational environments where there is something to improve, something to build, or a difficult problem that needs solving.