Puzzel, a European leader in Contact Centre technologies, was experiencing a phase of rapid expansion, characterised by a series of strategic acquisitions. This period of growth, while presenting significant opportunities for market expansion and product diversification, also introduced complex challenges that threatened to impede operational efficiency and strategic agility. The primary issues identified were: Lack...
STAR Stories Indi
Creating Support for Change through Stakeholder Engagement
The client, a leading transport organisation needed change management support whilst replacing its Customer Relationship Management system, part of a wider £30m Customer Service Transformation Programme. I joined a year into the Programme, four months before the planned Go Live, with training having been delivered and testing was going through the final stages. To date,...
Chief of Staff for Private Equity owned SME – Carve Out, PMO and Service
Appointed to perform a chief of staff role for the CTO who needed to spend time with the Board and LT, focussing on how best to transition the organisation from a Publishing company to a Data company. The CTO was new in post and had inherited an IT function with a poor track record of...
Transforming work, conversations and culture with Kanban at Stockport Council
Providing services to 291,775 residents Central Government funding decreasing by 60% from 2010 – 2020 87% of residents already online and have a 24/7 expectation Committed to modernising how residents access council services Realisation that delivery practices must change to achieve this In late 2015 the council stood up #DigitalStockport and the Digital By Design...
Business Turnaround – Strategic operating model analysis, redsign, and transformation
Situation: The Offshore division of an exploration and production company had lost $1bn on a single well and the Group CEO wanted to hold someone accountable (his actual words were, “I want someone’s head on a spike!”). There was a lot of tension between the parent organisation and the offshore organisation and the business was...
Business Turnaround – Strategic operating model analysis, redsign, and transformation
Situation: The Offshore division of an exploration and production company had lost $1bn on a single well and the Group CEO wanted to hold someone accountable (his actual words were, “I want someone’s head on a spike!”). There was a lot of tension between the parent organisation and the offshore organisation and the business was...
Set up multi-year partnership with a client in a new industry vertical
Situation: A Partnership Deal had stalled between a global professional services firm and a global telecoms client as they were uncertain how our two organisations could work together effectively in a new domain (healthcare industry vertical) and what types of connected healthcare propositions we would jointly take to market. I received the call to help...
Developing Medical Device Diagnostic Products at a CRO
Our client was a multinational molecular testing company in academic and pharmaceutical research. They had a technology that had the potential to be scoped into a diagnostic device in a secondary healthcare setting. They wanted to develop the technology, validate it, and submit it for regulatory approval. Once created, the technology had to be transferred...
Design, build, and launch of UK’s first mobile-first bank
Situation: The parent company of a UK regional Bank wanted to divest the business, but had no growth story, a declining customer base, and seriously needed to modernise the business. They wanted to launch a new current account to attract a younger generation of customers.
Digital Strategy, IIED
The COO of IIED needed to align stakeholders on a compelling technology strategy that both charts a clear multi-year roadmap and positions the organisation to be responsive to disruptive technological change
