Leah Boxell, Founder of Enablists, explains why she decided to build a fractional change & project management consultancy and how she has optimised the power of partnership.
LC: Why did you decide to launch the Enablists?
LB: In a previous role, during the pandemic I led Silver Command as Chief of Staff for NHS Professionals, mobilising over 100,000 health professionals. That experience showed me how much unnecessary red tape exists in some large organisations and how quickly meaningful change and improvement can happen when it is removed. I had always seen myself as an enabler to the CEO, but leading through that period changed my mindset. I realised I wanted to help more organisations unlock that same kind of progress, not just large corporates, but smaller businesses too.
LC: Who are Enablists and what sets you apart from traditional consultancies and professional services firms?
LB: Enablists is a challenger to the typical consultancy model that charge a small fortune to businesses and direct contractors. We provide the consultancy experience with focused delivery, at a similar rate to a direct contractor, but without you having to rely on one individual resource to make that happen. Where consultants and contractors prioritise the project plan, we focus on the outcome and understand that you often have to pivot to achieve the best outcome. We are seeing through the work we are doing we are driving real results that our clients can see.
LC: What kind of services do you provide, and how do you apply your knowledge of large organisations to support scaling SMEs?
LB: A mix of services, PMO/Project management, change and transformation, but also operational leadership and chief of staff functions. People come to us if they’re in a state of chaos and not only want a plan to fix it, but sustainable change so they don’t fall back into it. We help SMEs avoid over-complicating processes like large corporates, where I’m helping them to untie knots of bureaucracy.
SMEs are constantly looking at how can they do things quicker and easier without having to bring more people in, especially now with higher costs of employment. We help SMEs bring in technology to transform and make processes ultra efficient and effective. We also test whether the proposition is still meeting customer needs, like Blockbuster and Netflix.
LC: How are you enabling SME clients to optimise AI and automation?
We help our clients optimise AI and automation by focusing on practical business outcomes rather than technology for technology’s sake. We begin by reviewing existing processes, identifying repetitive, manual and time-consuming activities that can be streamlined through automation. This often includes project reporting, resource management, workflow approvals, document management, customer communications and data analysis.
LC: Why did you decide to offer your solutions fractionally and how many are in your team?
LB: I see people with project teams and PMO teams that are 5, 6, 7, 8 people strong, and they don’t need more than two people with the right processes and the right systems in place. You don’t need to be paying all of those salaries, you just need the people that know how to get it done, and how to get it done quickly and efficiently. We know what works, and what’s not going to work, and we’re able to mobilise that quickly. There’s 16 of us on the team at the moment, and we’ve got some big growth plans.
LC: How do you help founders get most value from you as a partner?
LB: Spending that time understanding how they work, what they do as an organisation, what their values are and what drives them. Once you know that, you’ll know who the right people are from the team. That’s what makes it a real partnership.
LC: Why are partner ecosystems important for scaling SMEs, and how have you used networks to grow your business?
LB: They’re so important because they offer access to many different skills. That’s what differentiates us as a consultancy as well. You get a team invested in getting to the right outcomes for the business. I always work on referrals and I always ask people’s opinions on who they’ve worked with as well. If I need something in my business, I’ll ask for a recommendation.
LC: The population of fractional professionals has exploded in recent years. Why is it important to be a specialist versus a generalist, and why should business owners work with networks rather than ‘lone rangers’?
The growth of fractional professionals has given businesses more choice than ever, but expertise matters. While generalists can provide broad support, specialists bring deep knowledge, proven experience and the ability to solve specific business challenges faster and more effectively. Equally important is the network behind them. A lone ranger can only offer their own expertise, whereas a specialist within a trusted network gives clients access to a wider range of skills, perspectives and support when needed. For business owners, the real value comes from having the right specialist, backed by the right team, focused on delivering outcomes rather than simply filling a role.
Enablists is a Programme Partner supporting Liberti Club’s growing client community of scaling businesses, enabling growth with business advisory, tax and accounting services. To find out more about Enablists services, contact [email protected].