Selected work
Case studies
A cross-section of work across national regulators, statutory bodies and arm's-length organisations. Each example shows a different shape of challenge: operating model design, service turnaround, technology delivery and large-scale efficiency programmes.
A Target Operating Model the Executive actually approved
Duplicated work across directorates, unclear accountability and rising cost pressure, with no shared view of how the organisation should operate.
Key contributions
- •Ran a whole-organisation diagnostic across people, process, technology and governance
- •Facilitated Executive workshops to agree design principles and future state capabilities
- •Designed the business architecture and Target Operating Model, with a phased roadmap
- •Built the business case, benefits map and governance to hold delivery to account
Outcome
- •Executive-approved operating model adopted as the organisation's change blueprint
- •Duplicated activity removed across directorates and accountability clarified
- •Multi-year roadmap sequenced by value, risk and delivery capacity
Case management redesign that lifted productivity by almost 80%
An operational casework function was missing statutory timescales, with backlogs, inconsistent decisions and no prospect of extra headcount.
Key contributions
- •Mapped current and future state processes end to end with the operational teams
- •Re-engineered triage, allocation and decision points to remove hand-offs and rework
- •Introduced a performance framework of KPIs, MI and a weekly management rhythm
- •Coached managers through the change so the new way of working stuck
Outcome
- •Productivity increased by up to 75-80% with no increase in staffing
- •Backlogs cleared and statutory timescales met consistently
- •Decision quality and consistency improved through standardised practice
A Microsoft Dynamics implementation that people actually used
A legacy case system no longer supported the service, and a previous technology effort had stalled without clear business ownership.
Key contributions
- •Took product ownership of the business design, working alongside the delivery team
- •Translated the operating model into requirements, journeys and solution design
- •Managed vendor selection, commercial arrangements and delivery assurance
- •Planned data migration, cutover, training, adoption and hypercare
Outcome
- •End-to-end Dynamics case management delivered and embedded into business as usual
- •Manual workarounds retired and reporting available to leadership for the first time
- •High user adoption sustained after go-live through structured support
£3m in efficiencies, returned to fee payers
Cost per case was rising and fees charged to registrants were under scrutiny from both the board and the sponsoring department.
Key contributions
- •Analysed the end-to-end value chain to isolate the real cost drivers
- •Redesigned policy and process where the cost sat, not where it was assumed to sit
- •Built a benefits realisation framework with tracked, cashable savings
- •Reported progress into Executive and departmental governance throughout
Outcome
- •More than £3m in efficiencies delivered, enabling a fee reduction for over 100,000 licensed individuals
- •Approximately £190k of recurring annual cashable savings from policy optimisation
- •Evidence-based reporting that gave the board confidence in the numbers
Recognise your organisation in any of these?
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