Case Study: Acquisition Integration & Operating Model
Client: International Infrastructure Group
Service Areas: Organisation Effectiveness | People Strategy
The Challenge: A European infrastructure business had recently acquired a French operator but was struggling to integrate. Cultural mismatches, leadership misalignment, and a lack of clear governance meant the integration stalled before it really started.
My Approach: I introduced a pragmatic, phase-based integration approach grounded in clarity and co-creation. We aligned leaders around a shared end-state vision, defined a hybrid operating model that respected local decision-making, and embedded governance and cultural engagement practices. I facilitated workshops, created cross-functional momentum, and built trust.
The Impact:
- Leadership alignment and role clarity across Group and Local
- Co-designed operating model adopted and embedded
- Integration roadmap defined across three clear phases
- Rebranding and culture work delivered ahead of schedule
- Confidence restored and pace reignited
Reflection: Integration needs more than a plan — it needs people to believe in the future. This was about building shared ownership, respectful challenge, and energy behind the scenes.
The Impact:
- Programme reset and reapproved by the Board
- Governance, capability and business engagement significantly improved
- HR operations redefined to support the system
- Clear delivery roadmap and benefits case in place
- Business re-engaged and confident to move forward
Reflection: When trust in delivery slips, you need a bold reset. This was about being honest, creating clarity, and making space for progress.
HR Systems Review and Programme Reset
Client: Engineering Services Group
Service Areas: Organisation Effectiveness | People Strategy
The Challenge: A multi-division business was halfway through implementing a new HR system — but it had gone off the rails. There was little business buy-in, poor governance, and no clarity on benefits or design. Morale was low and confidence in delivery was eroding.
My Approach: I paused the programme and led a full diagnostic across system design, HR capability and programme governance. I reframed the plan into three realistic phases, reset leadership expectations, and built a delivery structure that matched the scale of ambition.
Case Study: Operating Model Reinvention at Scale
Client: UK Retailer
Service Areas: Organisation Effectiveness | People Strategy
The Challenge: The organisation was running on legacy cost-centre thinking, disconnected from the customer and unable to make use of the rich data it held. It needed a full operating model reinvention to enable agility and growth.
My Approach: Over a 3-year journey, I led a full redesign of the operating model, pivoting the business from cost-led to customer and data-led. We embedded new capabilities, reshaped structures, and funded it all through internal reinvestment. This was real organisation design — not just new boxes on a chart, but new ways of thinking.
The Impact:
- Customer-led, insight-rich operating model embedded
- New capabilities added with no increase in cost
- Design continuously aligned to business strategy
- Structure, roles and FTE evolved as the business evolved
Reflection: True organisation design doesn’t happen once — it evolves with the business. This was strategy in action, not theory on slides.
The Impact:
- Strategic focus and shared narrative rebuilt
- Cross-functional collaboration significantly improved
- Decision-making became faster and more joined up
- Renewed sense of purpose and ambition across the team
- A new leadership rhythm embedded and sustained
Reflection: Great Boards don’t just make decisions — they shape culture. This was about unlocking collective leadership by creating clarity, connection, and trust.
Case Study: Creating Board Alignment and Purpose
Client: UK Retail Leadership Team (Name Confidential)
Service Areas: Leadership Team Effectiveness | Organisation Effectiveness
The Challenge: A well-established Board was delivering results, but had become misaligned, strategic focus was unclear, collaboration was low, and functional agendas were starting to compete. The team needed to realign behind a shared purpose and future direction.
My Approach: I worked directly with the CEO and each Board member to uncover individual priorities, blockers, and ambitions. Through a mix of 1:1 sessions, group workshops and purpose-led facilitation, we clarified the strategy, redefined the team’s shared purpose, and built a new rhythm of collaboration. We focused not just on what they were delivering, but how they showed up together
Case Study: Board and Executive Coaching for High Potential Leaders
Client: National Retailer (Name Confidential)
Service Areas: Coaching | Leadership Team Effectiveness
The Challenge: Several senior leaders were technically strong but plateauing in influence or impact. The CEO wanted to future-proof the team by developing its next generation of exec-level talent and to do so without hiring externally.
My Approach: I designed a bespoke coaching programme, tailored to each leader’s growth edge. It combined 1:1 coaching, shadowing, feedback loops, and leadership narrative work. We focused on influence, agility, resilience and system-wide thinking. I also provided the CEO with an outside-in view of leadership capability and team dynamics.
The Impact:
- 70% of the senior team progressed into bigger roles
- Internal succession strengthened and delivered
- Influence and executive presence visibly improved
- Increased alignment, ambition and shared leadership culture
Reflection: Coaching isn’t just about confidence — it’s about clarity, contribution and becoming more useful to the business. My job is to challenge, support, and accelerate the leader they already are.
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