At a global e-commerce retailer, the customer operation was heavily reliant on temporary staff during peak periods, which was expensive and slow due to time-to-competence. As a global brand with a large customer base in Germany, communication was also clunky – agents were manually copying and pasting into Google Translate to respond. The company had...
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...
Liberty Insurance: Holding the Line Under Pressure
At Liberty Insurance Ireland, I was brought in as Strategy & Transformation Director during a high-pressure turnaround. The business needed to deliver a 30% cost reduction—fast—and the plan on the table was to offshore the contact centre: 250+ FTEs, nine-month timeline, £6m in annual savings. The strategy was commercially sound—but the execution approach was deeply...
Harrods Bank Regulatory Turnaround
I was brought in as Transformation Director and acting COO at Harrods Bank during a full-blown regulatory crisis. The FCA had effectively frozen new business activity due to major compliance gaps, and confidence internally was fractured. The change programme meant to address the issues was floundering—too slow, poorly scoped, and lacking leadership alignment
Achieving 50% Revenue Growth and 95% Complaint Reduction in 30 Days for 5-Star Hotel Bar
A flagship multilevel bar within a 5-star Australian hotel was a financial liability, having underperformed for years. The culture was punitive, staff were demoralized and fearful, and metrics were poor. Leadership was prepared to close the venue if its reputation decline could not be immediately reversed.
Overhauling Ancillary Revenue at European Resort to Achieve Record Guest Spend
An iconic 300+ bed college-age social resort in Europe was underperforming in key ancillary revenue streams (tours, events) and facing a falling reputation. The existing model suffered from guest decision paralysis due to too much choice, leading to low participation and fractured groups.
Full-Scale Operational & Financial Turnaround
A 120-bed beachside social resort in Asia had strong potential but was underperforming financially and operationally. Competitors were engaged in a destructive price war, driving market rates below breakeven. The main ask was to execute a full-scale transformation to stabilize the asset and achieve sustainable market dominance.
One GTM, One Team: Aligning Ads & SaaS to Unlock $50M ARR
Situation: After Tink Labs (hi.com), a SoftBank-backed company, acquired LUXOS, the ad sales and hospitality/B2B SaaS teams operated on different motions. They used conflicting ICPs, overlapping territories, and separate KPIs—so campaigns weren’t targeting the same premium traveler audience. The result: ad revenue was underperforming and B2B SaaS ARR was low, with little cross-sell or repeatability.
Transforming a Critical CRM Project from Chaos to Clarity
When I was part of the Global Transformation Team at Kantar, I was asked to take over project management for our CRM and CPQ platform. The product hadn’t had a dedicated project manager for over a year, and the previous product manager had been removed due to performance concerns. There was no clear sponsor, and...
Executive Alignment Through Coaching in a Transforming Organisation
During a critical phase of digital transformation, friction emerged between two senior executives, one leading technology and the other responsible for commercial and brand strategy. While both were aligned on outcomes, they approached delivery and prioritisation from different perspectives. Misalignment risked slowing progress on member facing initiatives and diluting leadership clarity.
