Case histories - more available on request

The Director of Group Operations was charged with reducing costs by 30% in 24 months by undertaking a major reorganisation of branches and support operations, involving over 8000 people and 67 locations, to be reduced to 13.

I supported the DGO and his team to husband and develop the people resources as well as deliver the required organisational change.

The project completed 3 months early, with no serious staff issues,  and exceeded targets by 7%.

"I felt confident that my team and I could deliver the required organisational changes, however, I had real doubts about our capability in the people area.  Catherine made the whole subject of people change easy and practical.  Not only did my team and I deliver successful project objectives, we were left with capable, motivated staff, who had an increased appetite for change."

Following the arrival of a new CEO, the Sales & Marketing Director needed to raise sales and profit performance, develop joint ventures, and prepare for significant reorganisation.

I helped the S&MD to boost performance and make the necessary people changes.

The S&M division completed its transition and was handed over to the new S&MD successfully; targets were exceeded by 20%

"Although the rationale for what we were trying to do seemed sensible to everyone concerned, in practice I could see that there was great potential for both individual and organisational disruption and distress – my concern was that in our highly traditional organisation we might fail to act decisively and flexibly enough to make the changes we needed to make quickly enough.  Catherine made the issue of enrolling and supporting people, and navigating difficult corporate politics, straightforward.  Not only did my team and I exceed our profit targets, we also delivered to the organisation a newly formed division, well equipped for the next phase of the organisation’s development."