Print & Mail Transformation – Digital MPS, Hybrid Mail & Enterprise Policy
The Situation
The authority relied on a mission-critical Print and (physical) Mail service supporting over 6,000 staff and all frontline services. A strategic shift had been approved to move from a fragmented, paper-heavy model to a digitally enabled, outsourced service using managed print, digital mail, and a vendor-hosted SaaS platform.
Although the contract was in place, delivery had stalled. Managed Print Services and Digital mail capabilities were only partially implemented, adoption was inconsistent, and the absence of a clear, organisation-wide policy meant practices varied significantly across services – driving avoidable cost, security exposure, and operational risk. Given the scale and sensitivity of the service, leadership required decisive intervention to stabilise delivery and embed a sustainable, enterprise-wide model.
The Task
I was asked to take control of delivery, complete the rollout of Managed Print Services, introduce digital mail for both inbound and outbound correspondence, and convert a partially implemented contract into a secure, scalable, enterprise-wide service. This involved resetting governance, reshaping the operating model, strengthening contract and escalation management, and defining a clear council-wide Print & Mail policy to standardise behaviour, controls, and decision-making across the organisation.
The Action / Approach
I repositioned the work as a recovery and enterprise transformation rather than a technology deployment. I strengthened governance, contract management, and escalation mechanisms to restore delivery momentum and ensure issues were resolved at the right level with clear ownership and transparency.
I led the rollout of digital MPS and hybrid mail capabilities delivered through a SaaS platform, aligning the service to data-protection, security, and operational standards. I worked with services to redesign high-volume mail processes, shifting activity from physical post to secure digital workflows with improved tracking, cost visibility, and auditability.
To address inconsistent practices, I defined and implemented a council-wide Print & Mail policy, setting clear principles for when physical mail should be used, mandating digital-first approaches where appropriate, and establishing governance, security, and compliance expectations. This provided a single reference point for services, reduced ambiguity, and enabled consistent enforcement of controls.
In parallel, I reorganised the Print & Mail operating model, clarifying responsibilities between the supplier and internal teams and embedding service assurance and performance management. I ran a structured change and communications programme combining executive sponsorship, targeted engagement with high-impact teams, and practical enablement through guidance, training, and short-form learning materials.
Where statutory or regulatory constraints limited standard approaches, I worked with specialist services to design compliant alternatives, ensuring legal and data-handling requirements were met without undermining the overall transformation.
The Result
The Print & Mail service was stabilised and embedded as a modern, digital-first operation. Digital MPS and hybrid mail were rolled out across the organisation, adoption increased significantly, and high-volume services achieved measurable improvements in turnaround time and productivity.
The introduction of a clear council-wide Print & Mail policy standardised behaviour, reduced unnecessary printing and postage, and strengthened governance and security controls. The authority achieved substantial cost savings, near-eliminated data-handling risk associated with physical mail, and gained real-time visibility of usage and spend — transforming a fragile, reactive service into a controlled, scalable platform aligned to the council’s wider digital, security, and efficiency objectives.
