case studies

Soothing Merger Pains in a Retail Bank

Who was the client?
An SBU of a major high street bank that was being sold as part of an ongoing strategic review at Group Level.

What was the issue?

The disposal process had been slowed by intense external media interest in the announced merger of the parent and a rival bank. A ‘culture clash’ with the acquiring party, a US based organisation led to high sensitivity and potential risk of union action and adverse publicity.

What was delivered?
Strategic advice to MD and HR Director of SBU on appropriate communication interventions to mitigate reputational risk. Activities included:

Cultural ‘diagnostic’ to identify areas of conflict between both parties

Content development and articulation of union communication pack

Creation of stakeholder engagement plan for 30, 60 and 100 days after ‘announcement’

FAQ content and HR pack for release to employees on ‘go-live’ day

Principal point of liaison between client and PR/HR team of acquiring organisation

Nurturing Relationships for a Professional Services Firm

Who was the client?
A leading provider of audit, consulting, financial advisory, risk management and tax services in the UK and internationally.

What was the issue?
Historically, retained sales relationships had meant a fairly easy way to secure revenues within single service lines. At the time this had led to a plateau of new business effort and the loss of several significant relationships. The challenge was to grow client relationships and fee levels across multiple disciplines against a backdrop of increased regulation and intensified competition from a wider range of organisations.

What was delivered?

Pioneering client management methodology which revitalised the nurture and growth of FTSE 100 relationships by instilling ‘best in class’ retention practices

Within 12 months, increased existing revenue stream across 50 significant clients by average of 20%

Established strategic business case for external market drivers

Originated and launched series of integrated market offerings drawing together multiple service lines and practice areas

Identified new revenue streams of approx. £15m

Mobilising the masses in a Media Giant 

Who was the client?
The world’s leading source of intelligent information for businesses and professionals.

What was the issue?
Client developed a market-leading technology platform for customers across the financial and banking sectors. They migrated 200,000 customers to the new product platform across five regions. Global Sales and Customer Services were accountable for delivering the migration which involved significant change across front-line functions such as Sales, Customer support, and Client training.  The brief was to develop an internal engagement strategy with emphasis on improving communication between functions and divisions and to drive behavioural change in support of the migration programme.

What was delivered?

  • Change diagnostics to improve organisational involvement and engagement – methodology adopted by over 5,000 people in division
  • Mobilisation and engagement activities by developing and implementing appropriate internal communication strategy
  • The provision of context, clarity, and consistency to ensure alignment with strategic priorities and other business programmes
  • Stakeholder engagement - keeping multiple groups informed of progress, ensuring engagement by highlighting and managing interdependencies, issues and risks
  • Informal coaching of Programme Leaders and Business Owners to help them understand their role in the change process


Who was the client?
The UK’s leading independent insurance broker and employee benefits consultant.

What was the issue?
This particular client had stabilised its business after an intensive period of consolidation and cost cutting. Legacy structures meant that SBUs operated as independent silos. Culturally, the mindset of the organisation needed to move from crisis mode to clarity. In order to improve business performance by increasing margin and improving cross-SBU working practices, it was necessary to re-examine the current design of the retail business. I worked with the CEO and Board to develop a new organisational structure that  increased efficiency and incentivised change.

What was delivered?

Interviews with senior management across the business to understand current roles, assess the strengths and weaknesses of the existing retail structure and processes

Analysis of underlying structure and strategy

Development of a shortlist of ‘best practice’ organisational models for the business together with implementation priorities for 30, 60 and 90 days

A new structure for the business that aligned strategic priorities with current capability and created a new Retail Executive

Role descriptions for the new Retail Executive team

1:1 sessions and workshop to engage affected individuals with the new structure, roles and reporting line