Selected work

The situation

Two flexible-workspace operators had merged into a private-equity-backed group of around 75 buildings. The integration needed finishing and a single brand taking to market — then a step-change in value for the investors.

What we did

As Integration Director, we completed the outstanding integration: launched the merged business under one brand and consolidated two companies onto single platforms — Salesforce for sales, CRM and contracts, and one operational system across the estate — realising around £12m a year of synergies. We then took the Transformation Director role, working with the CEO and C-suite to define and drive a three-year growth strategy: lifting sales, occupancy and rate, reducing customer churn, expanding the estate through new landlord management agreements, and streamlining the back office through finance, HR and cost-reduction workstreams.

The outcome

One integrated business on one brand and one platform, with around £12m a year of synergies banked — and a board-backed three-year plan, targeting a move from roughly £45m to £100m EBITDA, owned and driven from the C-suite. Demanding but supportive private-equity stakeholders throughout.

The situation

A global manufacturer and operator of water-dispensing equipment — from workplace coolers to premium hospitality taps — had grown by acquiring and merging many smaller businesses, leaving disparate systems, processes, supply chains and operations across its markets, the largest being the UK, Australia, France and Italy. The goal was to standardise the business on a single global ERP, spanning supply chain, field service, manufacturing, customer service and finance.

What we did

We led the programme end to end, with a UK-based team of business specialists and ERP contractors, backed by the group executive and in-country leadership. The first wave targeted Australia; when the pandemic froze travel days before mobilising on-site, we kept delivery moving and took the implementation fully remote — the UK team working through the night to support Australian daytime operations. We then delivered the UK, the largest and most critical market, working on-site with local leadership across offices, depots and service centres.

The outcome

The business moved onto a single global platform and a far stronger operational footing — strong enough that it was acquired by a larger international group shortly after the UK go-live. We stayed on for around three months to hand over cleanly into the merged business.

The situation

A UK medical defence organisation — providing professional indemnity to doctors, nurses and healthcare professionals — was replacing its quotes-and-contracts system on a programme of around £38m that was running well over budget and behind schedule. A newly appointed CIO commissioned an independent assurance review.

What we did

We carried out the review and set out what needed to change. We were then asked to stay on as Programme Director and deliver those recommendations through to completion — raising the software vendor's delivery quality, bringing robustness to testing, and building the operational readiness, communication and engagement the programme had been missing. It was a strong programme with good people who mainly needed the experience of large-scale transformation at the helm.

The outcome

The programme was brought back under control and delivered — and the client team came out of it more capable for having gone through it.

The situation

A UK building society had acquired several smaller societies and needed to integrate them while standing up a strategic change portfolio — worth around £80m a year — as it grew from a small organisation into a much larger one. Existing partnerships with major consultancies were poorly structured, and the suppliers were underperforming.

What we did

We reviewed the portfolio and reset it: integrating acquired businesses onto a central platform, stopping underperforming programmes and supplier contracts, unlocking and accelerating the good programmes that had stalled, and shaping new mortgage and savings transformations into the portfolio — while establishing better-structured supplier partnerships. Alongside the CIO, we recruited and handed over to a permanent successor so the organisation had lasting change leadership.

The outcome

A focused, well-governed change portfolio and a stronger supplier base fit for a larger organisation — with a permanent change leader in place to run it.