Welcome To NBS Consulting

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I am Noel Breslin, founder of NBS Consulting. My work draws on more than 30 years of commercial and leadership experience across Unilever, McCain Foods, Electrolux Group and Frigoglass Group.

 My responsibilities have included P&L management, business development, strategic accounts, service operations, production planning and logistics. 

My focus now is on two connected challenges: identifying credible routes to profitable growth and turning agreed priorities into measurable results.

For growth, this means examining where opportunities could come from—through existing customers, strategic accounts, new markets or unmet needs among buyers who are not currently served. The aim is to clarify which opportunities deserve priority, why customers would buy and whether the business can deliver them profitably.

For execution, this means translating chosen priorities into clear ownership, practical actions and measurable progress. It also means testing the assumptions behind the plan, identifying emerging gaps early and helping leadership decide where intervention is needed.

Together, these provide a practical connection between where the business wants to grow and what must happen to achieve it.

Sustaining profitable growth requires clear choices about where to grow and disciplined execution to deliver results. NBS supports businesses in identifying growth opportunities, strengthening execution of agreed plans and providing experienced commercial leadership during growth, transition or change.

Support can range from assessing market and customer opportunities and testing the assumptions behind a growth plan to developing strategic accounts, improving commercial performance or leading an agreed priority through delivery.

NBS offers focused advisory work, defined commercial projects and selected interim or fractional leadership assignments. The level of involvement is matched to the business need: independent analysis and recommendations, delivery of a specific project, or hands-on leadership where additional management capacity is required.

Each engagement starts with an agreed scope, clear responsibilities and practical measures of progress. This gives leadership clarity on what the work should achieve, who is accountable and how results will be assessed.

These are key questions leadership teams should ask about growth, execution and business performance:: 

• Where could profitable growth come from?
• Which customers, markets deserve priority?
• Is the agreed plan on course, where are gaps emerging?
•  What decisions & accountable actions are needed?
•  Where could experienced commercial advice or hands-on leadership accelerate growth and strengthen execution?