BIP UK is a global consultancy firm with over 5,500 employees worldwide. Roei Haberman, CEO of BIP UK, discusses the company’s acquisitions and how it is no longer just a people-driven consultancy but a technology-led organisation.
Tell us a bit more about your business and how it started.
BIP UK’s journey began in 2013 with building capabilities and innovating with our global clients like Barilla, Enel, Ferrero, Allianz and Vodafone. There was a clear opportunity for specialist consulting that not only understood our clients’ platforms and strategy but also had the backing and depth of the programmes we were leading through our European group operating across Italy, Portugal and Spain. The opportunity of building the UK was in parallel to building our South American operation HQ in Brazil.
In 2018, BIP strategically decided to build practices with expertise with focus on industries, such as energy, life sciences and the public sector, and began building capabilities and recruit market leaders while starting a search process to acquire firms that complemented and deepened those capabilities.
In 2020, BIP acquired Chaucer, which was a major turning point. It gave us targeted expertise in the UK and helped us better align with global industries looking for tailored, strategic value. We then acquired Riskcare to strengthen our presence in capital markets and banking, and in 2023, we brought in Verco, a brilliant sustainability consultancy, which really cemented our position in that space.
We’re no longer just a people-driven consultancy. We’ve evolved into a technology-led organisation with proprietary platforms like MyVerco and by integrating AI accelerators into everything we do, so we can deliver smarter, more scalable and genuinely impactful outcomes. This reflects our group-wide commitment to combining value, people and technology, the foundation for long-term, sustainable client success.
How has the business grown since it started and how did you ensure growth?
Since joining just over 12 months ago, the business has grown rapidly through a combination of the launch of our Data and Cloud (Google and Azure-focused) Practice, focused investment and a clear vision for scaling value for our clients. We’ve expanded across the public sector, banking and financial services, life sciences, energy and utilities, telco and defence, aligning our capabilities with where we can make the biggest difference and most importantly where we have strong credentials and a track record.
A major milestone in accelerating that growth was securing £3.5 million in UK-focused funding. That investment has enabled us to deepen our expertise, drive innovation and build the capabilities needed to achieve our ambition of becoming one of the top ten consultancies in the country. And for me, that’s not a question of if, it’s simply when.
Growth has also come from attracting top-tier talent. I emphasised talent and culture as the foundation for building the right company while integrating the acquired companies into ONE BIP. Matt Darling and Leticia Chalamet joined us from Accenture, where we were looking to lean on their ability to scale at pace while bringing culture together . We’ve also attracted exceptional professionals from the big four and more agile consultancies, building a culture that blends traditional expertise with next-gen thinking. This is about more than recruitment, it’s about creating a new consulting DNA.
That’s how BIP is becoming known, not just as one of the fastest-growing firms, but one of the best, recognised by The Financial Times and trusted by FTSE 100 leaders.
What’s the business’ approach to management?
For me, client management is all about building credibility and innovation, and that starts long before we’re officially engaged. At BIP UK, we make a real effort to understand a client’s needs upfront. We don’t just respond to tenders with generic decks; we go in with tangible, tailored proposals that reflect the actual challenges they’re facing. It’s about showing them we’re already thinking like a partner, not a vendor.
Over the years, both myself and other BIP partners have built relationships that have allowed us to compete head-to-head with the big four, and win. We’ve done that by proving ourselves early, being clear on what we’ll deliver and then following through.
The reality is clients are looking for a partner who can navigate the intersection of people, technology and pricing. Yes, we need to be competitive, but we also need to be impactful and credible. Delivering results they can measure, outcomes they can feel. That’s how we’ve earned our place and I believe our growing credibility in the UK market has been key to helping us stand out.
What is your company’s vision and goal?
My vision for the company is to deliver innovation in a sustainable way, always wrapped around clear business outcomes. We aim to be a strategic supplier to our clients, not just a service provider.
My goals are in fact threefold. First, I want to make our clients more competitive within their own sectors. That means seeing challenges through their eyes and delivering solutions that fit their realities, achieving targets, outcomes and budget. Second, we focus on building the right talent and culture, one where people feel they’ve grown by being part of our journey and where they either stay long-term or leave better than they arrived. Third, we’re committed to influencing the industries we operate in. I want BIP UK to move the needle through innovation and shape the future of the industries we specialise in.
How do you equip your team with skills and knowledge?
Learning and development for us is first and foremost to bring the knowledge of the three companies across the entire UK team so we can maximise the value we deliver. This has been done in parallel to working with the group HR and onboarding platforms and culture and personal development programmes. We regularly host training lunches where people can share practices success stories, challenges, lesson learned and new capabilities. These sessions aren’t about theory, they’re grounded in real client work, so everyone walks away with something practical and relevant.
Personally, I try to be as present and approachable as possible. I have an open-door policy. Anyone can come in, ask questions, pitch ideas or just sit down for a coffee. We’re all learning, and I believe the best thinking comes from conversations that cut across all levels, roles and seniority.
We also run internal events that dive deep into specific case studies so the team can see how their work connects to the bigger picture. And our return-to-office approach reflects that same mindset, it’s not about oversight, it’s about creating space for collaboration and shared growth.
I’ve seen firsthand how this environment has helped us build a strong culture of continuous learning, and it’s something I’m really proud of.
How do you ensure different teams in your organisation work together?
As part of our return-to-office culture, we’ve put real effort into creating opportunities for people to connect, not just professionally, but on a human level. We run ‘meet the team’ sessions and regularly spotlight individual and team stories in our internal comms. It’s a simple but powerful way for people to understand what their colleagues are working on, share ideas and spot opportunities to collaborate.
Because BIP UK has grown through acquisitions (Chaucer, Riskcare, Verco), creating a sense of unity has been really important. These efforts aren’t just about alignment for alignment’s sake; they’re about making sure our teams are working together, spotting joint client opportunities and building genuine trust in one another.
What really matters is the camaraderie, the relationships we build both in and out of the office. That’s what underpins great collaboration. It’s the difference between just delivering a project and delivering something exceptional, together.
