Real Results from Real Change
Explore our collection of case studies and reviews showcasing the impact of business transformation in action. From breakthrough strategies to culture shifts, these stories highlight how members of the Transformation Tribe have driven meaningful change in their organisations.
See how our tools, coaching, and community support have helped businesses overcome challenges, spark innovation, and boost performance — all powered by people.
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Magna Housing
Working with Magna Housing has been one of most rewarding assignments, the case study below outlines the back story behind our working relationship. The most energising work has been generated by my most recent assignment which will be sharable from June 2025 onwards…. And I cant wait
The highly performing transformation consultancy relationship with Magna Housing has been cultivated since May 2019. Continuing today, in a critical friend capacity, support has been tailored to suit business needs as organisational capability and culture has developed over time, as a result of the transformation programme.
Originally appointed as the Interim Transformation Director to bolster the bench strength of the executive team. Supporting them to build the transformation strategy from the ground up. Including:-
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Initial scope through to data gathering , analysis, diagnostics, solution and options development and design.
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Commissioning state of the art research from the Smith Institute to underpin and test the strategic intent. Culminating in the development of fully costed business cases for change which led to a new Target Operating Model.
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PESTLE engagement to create the long term vision, business plan, mission and values for the business.
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Setting the 10 year strategic trajectory and defining the ‘Brilliant Basics’ strategy tranche. Supporting the effective leadership and delivery of it, through to December 2021.
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Strategic and tactical programme management against a back drop of failing systems and infrastructure combined with legacy integration issues across all services and geographical locations.
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Multiple supplier/consultant collaborations to achieve common goals.
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Strong organisational design and development programming to achieve the desired operating model for the optimum customer experience including digitisation, centralisation of customer functions and the restructure of executive and leadership teams.
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Futureproofing ‘to be’ digitally enabled customer propositions and service delivery.
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Stringent risk management, assurance, compliance and benefits realisation with regular Board engagement.
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Reducing BOM by £2.5 million
In 2023 the contract recommenced as 5 days per month retained support, laser focussed on the next strategy tranche ‘better futures’, supporting the digital operating model by mentoring the wider team to architect, procure, and launch a digital innovation and product development platform.
ScotRail
My assignment with ScotRail was thoroughly enjoyable, I loved liaising with passengers across the network to really understand their needs and how their feedback could enhance the customer experience and service offer.
Appointed in December 2023 as Transformation and Customer Experience Consultant. Supporting the Customer Experience Strategy Manager, Hospitality Operations Manager and Accessibility Continuous Improvement Manager to increase customer service standards ( a regulatory requirement following Scottish Government regaining ScotRail ownership).
Conducting an independent review of the end to end customer experience across the ScotRail network through desk based and on location research.
Supporting the Accessibility Continuous Improvement Manager to spear head a stakeholder engagement campaign to solicit stakeholder feedback (national, local, political and customer) to inform new product development of the ScotRail Passenger Assistance offer.
Analyzing combined data sources and drawing on external experience to compile a gap analysis and future opportunities report for the ScotRail Senior Leadership Team. Thereafter supporting the team to implement recommendations.
Collaborating with internal quality/service improvement teams to develop a customer experience skills, competencies and effectiveness assessment framework for on board hospitality teams. Supporting the business to roll out the assessments and act upon the data gained.
Collaborating with the hospitality directorate (c 70 colleagues) to co-create a set of service standards, competencies and training materials to bridge the skills gaps identified and build customer centric capabilities and culture.
Onboarding the ScotRail HR and Learning and Development teams in effective delivery of training and upkeep of standards in line with closed loop Net Promoter customer feedback. Embedding interventions throughout the employee lifecycle.
Mentoring the Hospitality Management Team to align workflows, knowledge share and processes. Enabling greater impact, and faster benefits realization of continuous improvements. linking performance incentives with average revenue per transaction and on board retail sales targets. Leading to sustained and embedded mind set and culture shift.
Coaching the Hospitality Operations Manager to navigate internal boundaries, optimizing data and digital platforms to position the team as value creators and externally market the service.
WCHG
I absolutely loved working with the team at WCHG. Their CEO is a ‘change maker’ who genuinely empowers people to be the best they can and make a difference. This was such an enjoyable assignment read the blurb below……..
Appointed by the incoming CEO as a Transformation Consultant (coach/strategic advisor/critical friend) supporting the Director of Corporate Services and Transformation, and the wider executive and leadership team as the business embarked on business transformation for the first time.
Upon commencement the scale of required transformation support was unquantified, therefore the consultancy contract terms were agile, designed to flex with evolving business requirements
The contract term was October 2020 – December 2023. Successfully blending retained work (based on a number of days per month), supplemented with ‘work packages’ designed to bridge gaps and build internal capability during the preparatory ‘brilliant basics’ period.
The approach achieved a high performing collaboration. Building significant internal transformation capabilities and resilience whilst igniting a dynamic and positive cultural shift; winning Northern Housing Award 2024. https://www.wchg.org.uk/northernhousingawards/
Deliverables resulting from the contract (executive summary below) are firmly embedded, as evidenced in the: WHCG-Corporate-Plan-2023-26-FINAL-WEB.pdf
Supporting the build of:-
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A sustainable change framework
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An effective, comparable, benefits realization model.
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Establishing a data and insight driven base line and trajectory, aligning organizational consensus (Board down) around the fundamentals of core transformation activities.
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Executive coaching ; how to design a 21st century optimum target operating model.
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Galvanizing and re-structuring internal relationships and work flows across directorates to achieve optimum transformation effectiveness.
Testing existing critical path hypothesis :-
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Sequencing strategic objectives, by overlaying emerging, predicted and ‘what if’ scenarios/risks to effectively prioritize resource, effort and return.
Assisting the design of core transformational tranches of work:-
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Brilliant Basics
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Stretch Shot
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Moon Shot
Guiding the future fit organizational design, development and capability based on future digital and analogue operating model analysis.
Pragmatically aligning the people and cultural pathway to deliver committed customer and business benefits through a ‘Fitter, Flatter, Faster’ operating model.
Providing portfolio board assurance linking up to corporate governance and risk management frameworks.
