A law firm partnership was experiencing high performance but rising pressure on wellbeing, with inconsistent leadership behaviours affecting culture and sustainability. I was introduced via a senior partner who had attended a leadership session I delivered and saw relevance to the firm’s challenges.
Improving profitability and effectiveness in Professional Services
The Professional Services (consulting) organisation of the client had grown through acquisition and while it was functioning okay there were several issues: Project over-runs were common, but many were being ‘absorbed’ by the business rather than being charged to the client – impacting overall profitability of the business. Project escalations to the Exec were a...
Integrating 5 disparate businesses into a single effective business .
TiG had already grown by acquiring two Managed IT Services businesses. Then it acquired ThirdSpace, a specialist consulting business, specialising in Microsoft Identity and Security solutions and soon after Mobliciti, a mobile solutions and security and managed networks business. My challenge as Director of Integration was to integrate each of the underlying businesses into a...
Making Document and Data Classification work for an Independent Maritime Body that inspects ships and sets global safety standards
In an organisation of engineers – a long‑standing technical assurance organisation that applies rigorous standards, audits, and certification processes to complex, safety‑critical systems. This is an organisation that REALLY understands the concept of classification of ships, but did NOT have a concept of classification to denote the sensitivity of different document types and data. Information...
Rebuilt ISO 9001 from scratch and passed external & client audits
When I picked up ISO 9001, the accreditation had expired and, due to a falling-out with the previous ISO owner (a former employee), most of the ISO documentation had been wiped. We had existing key clients who required ISO 9001 and more key clients onboarding who also expected it. Processes were being followed loosely, but...
Cutting complaints by 80% & halving churn
When I joined a unique BPO organisation, client churn was high and a lot of complaints related to either billing issues (due to excessive call handling times) or quality. Churn was creeping up to around 4%. Key clients were frustrated and trust was low. We’d already reduced average handling time and cut a chunk of...
Managed resistance to change and adoption of new system to increase data visibility and productivity
Situation: When I joined, Zoho had already been purchased for client support, but the team were still managing onboarding and support queries for four brands through Outlook. There was no meaningful reporting and no visibility of what clients were contacting about or workload distribution. The team were also doubling their work — replying in Outlook,...
Reduction in Call Centre ACW to Reduce Churn & Reduce Costs
Situation: When I stepped into the Ops/Transformation Director role, client complaints were rising and churn was high – especially within a key client cohort. I quickly identified the root cause: excessive After Call Work. Because we were billed per minute, ACW was inflating client bills and damaging trust. A lot of that wrap time wasn’t...
Organisational change
I take on complex organisational change and find a way to deliver them.
