Case studies

Here are six problems I have been paid to solve.

I work with private companies, charities and public-sector organisations. I have left out client names, dates and the details they trusted me with. You still get the size of the organisation, what it does at a high level, what I did and what happened next.

Private sector

I have led transformation inside global banks and a £31bn merger.

Telecommunications | £31bn | 46m subscribers

Two businesses had to become one.

I led the people side of the pre-merger integration, then built and ran a 150-person innovation and organisational-transformation division after the merger. The work included executive selection, organisation design, business architecture and independent oversight across 42 major change programmes.

Within 30 days of the merger closing, the company had a 100-person top team selected from more than 200 executives. I also set up the post-merger integration office that tracked work against a £500m+ synergy target. I don't claim that target as a result.

Investment banking | 9,000 technologists | Eight hubs

The bank wanted 9,000 technologists to work differently.

I led the move towards modern software-development practice, business agility and a different digital culture within a technology division of 9,000 people across eight hubs.

I built an organisation-wide Agile and DevOps metrics dashboard, trained and coached 400 people in the first month, and set up the community of practice that continued the work.

Civil society and public sector

My civil-sector work ranges from a £63m charity to an arts organisation with ten staff.

Education charity | £63m income | 16,000+ teachers placed

The charity needed to take serious cost out without losing the work that mattered.

I set up the transformation office, led eight recovery initiatives and built the prioritisation, value-assurance and decision-making processes around five new divisions. Across those initiatives, the charity recorded £8.5m in savings within three months.

Disability-led arts charity | £800k to £1m | Around ten staff

The organisation needed a strategy and leadership reset.

I ran a ten-week reset covering the purpose, operating model, decision rights, culture and five-year strategy. Every workshop ended with named owners and deadlines, because I don't assign homework and hope for the best.

The organisation did everything we planned and now presents its purpose, values, four activity pillars and distributed artistic-leadership model publicly. It is too early to claim a measurable result beyond implementation.

Environmental charity | About 50 staff | Mid-single-digit £m budget

The organisation had spent 18 months trying to write a strategy.

I led a trustee retreat followed by 11 workshops in four weeks. The sessions produced 35 recorded decisions, a theory of change, five strategic pillars and a consent-based decision process.

I know the workshops happened and the decisions were made. I don't know what the organisation implemented later, so I won't invent a result.

Public health system | One million residents | 150+ partners

The system needed a useful anti-racism resource, quickly.

I designed and built an AI-supported resource hub, including the knowledge base, testing protocol and documentation, using no-code and low-code tools.

The first usable version was ready in under two weeks, measured from the agreed start of the build. The one-million figure describes the population the system serves; it isn't a product-user number or evidence of an anti-racism outcome.

I only claim what I can evidence.

Sometimes I know what happened after I left. Sometimes I don't. I would rather say that plainly than turn a workshop output into a transformation miracle for the website.

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