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Where I can help

It is not always easy to explain to my family what I do because my work is shaped more by the situations my clients face than by a set of defined “services”, or in consulting terms, “capabilities”.

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From strategic resets and complex and sensitive reorganisations to time-constrained business turnarounds and bubbling leadership challenges triggered by significant change, I have the opportunity to work alongside leaders and their teams around the world to work out what is needed and find practical ways forward, within a generally manageable timeframe.

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Every situation is different. Not only because organisations and markets are different, but because every team has its own dynamics, history and ambitions. That means I get to play different parts and draw on different approaches and tools depending on what the situation needs.

Sometimes I bring an independent perspective and detailed planning. At other times, I take on a hands-on role in helping teams “decode” group-level strategic priorities into actionable steps for business units and teams, build real alignment and maintain momentum.

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Here are a few examples of the kinds of situations I’ve had the opportunity to be part of: (Click to go to the example.)

Refocusing the group with a new strategy, restoring performance while building one organisation

A global electronics business had an urgent need to define its strategic direction, improve business performance and bring its different business units together around a more coherent Group strategy and identity. As a member of the Executive team, I led the strategic review, working with business leaders to define priorities, reshape the portfolio and break down silos across the organisation, while rolling out the new Group narrative. I also led a major divestment, with a deal value of over £100 million, while supporting business units with acquisitions, working with HR business partners to restart engagement and internal communication initiatives, and redefining the Group marketing function. Alongside colleagues, I saw the business move towards stronger financial performance, a more confident and committed leadership team and greater collaboration across the organisation. Being part of that journey was both challenging and deeply rewarding.

Refocus with new strategy

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Bringing teams together for a successful organisational transformation

A global packaging solutions manufacturer decided to reshape its organisation to bring together expertise and resources, strengthen strategic focus and accelerate innovation, ultimately strengthening its competitive position and creating more value for customers. As PMO, I set up and coordinated multiple workstreams led by client leaders, while guiding consistent engagement and communication throughout the transition. This was a significant organisational change, with many understandable concerns and questions around a process that was unfamiliar to many people. Ensuring consistent communication and a structured process for moving into the new organisation were key priorities. Just as important was helping leaders confidently explain the bigger picture and inspire people to understand what the changes meant for the organisation and for them individually. The work combined programme coordination with leadership engagement, helping a complex reorganisation become something people could understand and move forward with.

Bring teams together through a complex organisationa

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Turning around an underperforming business and restoring confidence

A private equity-owned printing services business had been underperforming and needed to urgently restore results, strengthen management information and secure a path forward with new financing. Working as the right hand to the interim CEO, I supported the intensive turnaround and restructuring, helping to revamp reporting, improve visibility of performance and seek new funding. Once the groundwork was in place, I led a workstream reviewing the customer relationship model, helping the business prioritise its business development and sales efforts. After an extended period of uncertainty and intensive intervention, performance began to stabilise and the new management team started to settle into place.

Turnaround

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Assessing a major investment opportunity in the European pet market

A major private equity investor was evaluating a significant investment in the European pet food and supplies market, requiring a robust assessment across 10 countries where market data was often limited. I led a multidisciplinary team of eight consultants, bringing together retail expertise, market analysts and multilingual independent consultants. We commissioned a consumer study with over 3,000 responses, assessed competitors, sized market opportunities and modelled potential market share movements, including the impact of major new entrants. Within a demanding timeframe, we delivered a thorough, evidence-based assessment to support the investor’s evaluation of the opportunity.

pet food due diligence

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Helping a purpose-driven organisation turn ambition into action

A publicly funded organisation supporting the manufacturing sector through training and innovation investment had a new CEO who wanted to mobilise its strategic priorities, strengthen leadership team cohesion and prepare the organisation for an upcoming new funding model. I supported the client team to translate its strategic ambitions into practical, trackable initiatives with clear ownership and milestones. We also redesigned the leadership model and produced a launch event to re-engage a staff team spread across more than 10 countries. The focus was on creating a more connected leadership team, with stronger alignment around the organisation’s mission and vision, while giving people a clearer sense of how they could contribute.

Purpose driven org
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Strategic Sprints

Need to move quickly?
Strategic Sprints are focused 1–2 day interventions for leadership teams when clarity, alignment or momentum is needed.

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"Thanks for all the energy you put on it. It is paying dividends."

— A regional leader, reflecting on a mobilisation campaign

"I wanted to reach out and thank you for your insight and feedback. I will be sure to meet with the wider leadership teams one-on-one to ensure support, alignment, and progress in the new organisation."

— Feedback from a senior executive during a reorganisational exercise

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