The assessment provided insights into the overall effectiveness of project management and leadership, delivering an action plan for improved collaboration and performance improvement focused on health and safety

A compelling rail infrastructure strategy forecasting significant revenue growth and margin improvement through market, product and service developments was delivered, gaining wide acceptance

Strategy development culminated in a key workshop including Board Members, Workers Council Members, senior managers and a range of health and safety experts achieving wide understanding, commitment and motivation

The organisation actively engaged with the strategy reducing reportable accidents by 70%, recognised externally by RoSPA's ultimate award for health and safety

We valued the addressable market at £5.7 billion and recommended a potential to increase turnover threefold in three years.

A compelling strategy and business plan was delivered forecasting revenues up from ~ £70 million to over £250 million over three years.

The analysis enabled a targeted programme of overhead cost reduction to proceed, contributing savings of the order of £10 million per annum.

The strategy signposted a transition from an HR process to a service led culture, focusing on defining and maximising the value added to the business.

The senior manager developed radically, building a new level of personal confidence set against a genuine understanding of his strengths and weaknesses.

A layer of senior management was removed and over 200 jobs were taken out of the operation, representing a saving approaching £9 million per annum.

The organisation achieved a Top 3 position in their CAT3 assessment, on target in terms of agreed programme goals and meeting stakeholder expectations.

Clear overall themes emerged that in many cases challenged the senior managers' perceptions of where their relative strengths and issues lay

The maturity of systematic approaches to the management and leadership of the £multi-million project was significantly raised enabling our client to demonstrate best practice approaches to their client.

Over the following two years the business went on to achieve a bid success rate up from the original 12% to approaching 80% with Orders at approximately $540M, Revenues at $350M and a positive EBITDA of $24M.

Process cycle times were drastically reduced, enabling a significant improvement to the customer experience recognised externally by achievement of the sector leading score for process quality in the following year's annual J D Power survey.

The team reorganised based on the development of their core team processes, roles and responsibilities, and the manager embarked on a personal development programme to develop her effectiveness in terms of systems thinking and influencing skills.

The approach provided more clarity, visibility and focus; helping the team identify that programmes were on track, choose the most important things to do and make decisions at the right time.

The Head of Product Management developed a range of powerful skills and competencies resulting in higher levels of personal confidence, increased peer respect and ability to act more effectively as a general manager across a range of strategic, operational and performance challenges.

A compelling strategy and 3 year implementation plan was delivered ... needed to integrate and exploit their knowledge for successful innovation and continuous improvement.

Following migration of data from existing systems, internal implementation and support teams were fully trained and the entire system was operational and in use by management teams within two weeks.