CambitAbout
One firm, accountable for the thinking and the system.
Cambit is a strategy and technology consultancy. We help growing businesses decide what should change, build it properly, and run it for the long term: one accountable partner from the first question to the working system.
Most advice stops where delivery starts.
Strategy firms hand over recommendations and leave before the hard part. Development shops build what they are asked to, without asking whether it is the right thing. The gap between the two is where growing businesses lose time and money.
Cambit is built to close that gap. Commercial decisions and technical delivery stay connected under one roof, with specialist capability brought in under Cambit where an engagement requires it.
Founder
Jack Yaffe
Jack spent a decade at Deloitte, working primarily with the executive partner group on strategy and operations: mergers, executive coaching, and new ventures, including the launch of Deloitte Legal. He finished in Monitor Deloitte's digital strategy practice, building the data and AI products that put working software behind strategic advice.
He then spent five years at Finbourne Technology, the London fintech behind LUSID, an investment data platform used by some of the world's largest asset managers, hedge funds, and asset servicers. He joined as a sales engineer and went on to build and lead, as Head of Client Engineering, the thirty-person team responsible for every client implementation of the platform. He also led product development for new propositions, onboarded external consulting partners to support Finbourne's commercial expansion, and supported the company through its Series A and B raises.
He founded Cambit in 2025. The work since has spanned strategic advisory on transformation, growth, and investment planning; fractional CTO leadership; and data, analytics, and product builds across e-commerce, fintech, healthcare, and property; a selection is here.
Jack on LinkedInWhy I started Cambit
I've spent my career on both sides of the same gap. At Deloitte I sat on the strategy side, and watched good thinking lose momentum the moment it needed to become a working system. At Finbourne I ran delivery, and saw how much sharper systems get when the people building them understand the commercial question underneath.
Most businesses are asked to buy those two things from different firms, and the gap between them is expensive. Cambit exists so one firm is accountable for both: the thinking, the build, and the system that runs. If the strategy doesn't survive contact with reality, that's ours to fix too.