An FMCG organisation managing a portfolio of more than 15 brands produced across three manufacturing plants was facing increasing pressure on marketing investment and operational efficiency. The complexity of the portfolio and multiple parallel initiatives meant resources were spread across numerous projects, leaving insufficient funds to adequately support key brands with ATL and BTL investment....
Revitalising Brand Vision and Strategy to Accelerate Regional Growth
A multinational organisation operating across several European markets faced declining brand clarity and inconsistent strategic direction across regional teams. Following organisational changes, the leadership team recognised that the existing brand vision no longer aligned with evolving market dynamics and growth priorities. Regional teams were working with fragmented positioning, limiting their ability to execute a cohesive...
Enhancing SME Support: A Strategic Approach to Value Demonstration and Continuous Improvement
A local university, upon the completion of an EU-funded project, needed to demonstrate the project’s value to its funders and sought ways to enhance its support to Small and Medium Enterprises (SMEs) in the future.
Leading Tech from zero to Series A funding award
A startup I was introduced to was facing a critical challenge as it lacked a Chief Technical Officer (CTO) and encountered difficulties in advancing its technology portfolio beyond the initial proof of concept stage. Notably, the company operated within the digital health sector, offering hardware designed for ECG readings. The company aspired to expand its...
Operating Model -AstraZeneca
The head of pharmagenetics needed to understand the challenges in designing a new operating model to deploy the new genetic based solutions AstraZeneca was developing targeted medicine’s based on DNA for a range of cancers. This was being developed alongside their traditional drug developments and needed its own R&D sales process’s, payments process’s and diagnostic...
Streamlining Operations: A Multi-Year Journey from Inefficiency to Empowered Decision-Making
The organisation was facing a lack of clarity on decision-making accountability, numerous urgent tasks with no set priorities, and a disconnection between strategy and delivery, leading to inefficiencies.
Innovation for a technological consultancy
The client is a traditional technically based consultancy. The problem they had was that their offering was based on simply improving their customers operations by simply implementing new methods. Typically, helping the client to push their staff to achieve higher targets through efficiency and technology. This organisation realised that simply doing this often did not...
Transforming Healthcare: Modernising IT Infrastructure and Data Strategy at Circle Health Group
BMI Healthcare, one of the UK’s largest private healthcare providers, was grappling with the effects of years of underinvestment. The company was dealing with outdated IT infrastructure and applications, a lack of a cohesive Digital/IT Strategy, ineffective business relationships, and disjointed, fragmented, and siloed datasets.
Driving Revenue Growth: Successful Restructuring and Expansion of Payment Services in a Global Payroll Company.
A leading provider of global payroll managed service solutions aimed to significantly boost revenue and margin by expanding their nascent Payment services. This expansion required the creation of a new UK Legal Entity, restructuring of the business to form a stand-alone Payments business unit, and the establishment of new organisation and governance models for the...
Communicating the sale of a business to employees
A media client intends to announce the sale of one of their businesses.
