Roei Haberman, CEO of BIP UK, on building a consultancy that leads, not follows.
Playing it safe might give the illusion of control, but in business, it is the most dangerous strategy of all. Playing it safe is how companies fall behind. Playing it safe is how people lose relevance. I have never subscribed to it, because if you are not growing with urgency, you are already being overtaken.
At Amdocs and NTT Data, I led transformations that multiplied revenue several times over. Today, I am building BIP UK into one of the top consultancies in the country, and I am doing it on a timeline. I have set myself the challenge of achieving that goal before I turn fifty. It is not about ego or milestones. It is about building something that genuinely changes the game.
The UK consultancy market is overdue for a shake-up. That is where BIP UK comes in. BIP UK is part of a 6000-strong global firm, but here, we are forging something distinct. We are engaging with our clients’ challenges by balancing strategy, delivery, value and cutting-edge tech with a sharp focus on AI, data, and result driven transformation.
Smart growth does not mean going big on everything. It means going deep where it counts. BIP UK has a strategic sector focus where our consultants bring vast experience of delivery: Public sector, Defence, Energy & Utilities, Life sciences and the Health sector, Telecom & Media and our biggest sector Banking , Insurance and Financial services.
Through the 3 UK acquisitions BIP has done, we are bringing years of tech consulting experience to these sectors. These are high-stakes, high-impact areas where clients demand transformation , and that is exactly what BIP UK delivers.
In life sciences, for example, BIP UK is working with global leaders and Pharma organisations to push the boundaries of what data and AI can achieve, from accelerating research to redesigning platforms and processes. This is not consultancy at a distance. This is a partnership that builds the future, hands-on.
But strategy without the right engagement models is very hard to scale fast. That is why we are constantly adjusting our operating model to be built for momentum. Agile, scalable, and sector-led, it allows BIP UK to move at speed while staying close to the real challenges our clients face. In a fast-growing company, structure can either slow progress or unlock advantage. At BIP UK, we are striving for the latter.
Growth is not possible without exceptional people that are veterans in their sector . Bringing in top-tier talent, these individuals have sharp instincts, strong networks, and the hunger to lead. Talent is only the start, as from what I have witnessed so far, what truly matters is what happens next. At BIP UK, learning and development is not a perk, it is a core growth engine for us. The only way to deliver sharp, current, and credible insight at scale is by making continuous evolution part of the job.
I know it sounds obvious, but I believe in leading by example, both personally and professionally. That means working closely with my team, It means showing up for clients. Supporting my team directly, not from the sidelines. That kind of presence does more than drive results, it sets the tone. It defines what BIP UK values, how the team shows up, and what excellence looks like when we all bring our best to derive value and outcomes.
The results from my growth plan are beginning to show, as BIP UK won 14 honours at the Consultancy UK Awards, including four Platinum wins. We were named a winner at the Change Awards for Large Scale Transformation with the CAID programme. Verco, now a key part of our sustainability capability, was ranked Top 10 in TechRound Sustainability60. These are not isolated wins. They are proof that the strategy is working. A strategy built on pace, precision, and courage. One I am proud to be driving.
BIP UK does not simply advise clients, it co-creates with them. Next month, my team and I will run a four-day Sprint at the Northumbrian Water Innovation Festival, working shoulder-to-shoulder to design and test real, implementable solutions in real time. This is not conventional consultancy. This is leadership. That is what sets BIP UK apart.
Mergers and acquisitions are a deliberate lever in my growth strategy, not for size, but for capability, speed, and precision. BIP UK acquired RiskCare to deepen its strength in financial services and AI, filling a clear capability gap and delivering instant value. Similarly, the acquisition of Verco brought critical expertise in sustainability, with assets like the MyVerco platform that simplify net zero projects for large corporations and real estate through data-driven, agentive AI solutions. Every acquisition has had one purpose: to scale with intent, lead with confidence, and bring specialist expertise where it matters most.
Nothing lasting has ever come from playing it safe. Every bold step BIP UK has taken, from rethinking platforms to investing in talent, has been in pursuit of something bigger and in such a journey you also have hiccups and decisions that need correction, this where BIP group and the years of the senior partners experience came to play for my help – the group way is Here To Dare and we are working closely to bring the UK to play in the future story of success.
Real growth does not follow a clean path. It is messy. It is urgent. It is ambitious. It demands more from the team, but it gives back more too. Leadership does not wait for permission. Leadership shows up.
