Identifying organisational capability gaps and designing frameworks, role families, and development programmes to close them. Delivered through defining capability clusters and role families to create transparent career paths for integrated scale-ups; and building internal organisation design capability at global innovators by enabling diverse global HR teams to drive transformation agendas. Creates structured frameworks for capability identification, role definition, and career progression. Evidence demonstrates capability building across two dimensions: functional capability (how finance, operations, or HR functions are structured and staffed) and internal consulting capability (enabling client teams to sustain transformation work independently). Includes role family design, career path transparency, and team enablement across geographically distributed organisations.

Developing senior leadership teams to increase their strategic impact, build trust, improve delegation, and foster collective performance. Delivered through designing and delivering four development modules for EMEA leadership teams (8 leaders plus 35 direct reports) at global technology organisations; and defining career pathways at scaling challenger organisations to prepare the next generation of leaders. Combines structured development interventions with coaching and role clarity to elevate team performance. Case study evidence demonstrates delivery at scale (40+ participants) with multi-module curriculum design and integration with broader succession planning and career development initiatives. Focused on both current leader effectiveness and pipeline development for future leadership.

Designing holistic operating models that translate strategic ambition into clear structures, capabilities, roles, and ways of working. Delivered across newly-integrated PE-backed scale-ups following acquisitions, global media organisations undergoing transformation, AI scale-ups resetting for growth, and consumer goods companies simplifying to reduce duplication and increase effectiveness. Translates strategy into actionable operating architecture that enables both transformation and business-as-usual delivery. Evidence demonstrates delivery across structuring newly-integrated UK and US operations under PE backing; redesigning global Operations functions to support transformation; helping AI scale-ups realign focus for future growth; and simplifying models at scale to drive effectiveness. Operating models consistently address leadership structure, functional capability design, and role clarity to enable strategic execution.

Designing team structures, governance models, roles and accountabilities that empower individuals and enable effective collaboration. Delivered through scalable structure design for PE-backed scale-ups post-acquisition; leadership team structure definition for global Operations functions; strategic alignment in sports organisations; and building internal design capability at global innovators. Creates clarity on accountability, decision rights, and collaboration patterns that empower teams to perform. Evidence shows delivery across diverse sectors including technology, sports, and consumer goods. Includes building internal organisational design capability within client teams, enabling sustained capability in this domain beyond the initial engagement.

Helping organisations come together after mergers or acquisitions by designing unified structures, shared capabilities, and clear accountability frameworks. Delivered through defining integration models for newly-integrated scale-ups where UK and US businesses were brought together under PE backing; and merging two technology scale-ups to enable rapid growth by leveraging collective strengths. Focuses on unified operating model design, shared capability structures, and accountability frameworks that drive successful integration outcomes. Case study evidence demonstrates delivery in both horizontal technology integrations (two scale-ups combining) and cross-border PE-backed combinations. Integration work goes beyond structural design to enable operational synergy and collective performance.

Facilitating teams to define how they work together, elevating collective performance and embedding new organisational behaviours. Delivered through creating capacity for large-scale change in global Operations functions alongside day-to-day delivery; and helping research organisations lead in complexity where careers, roles, and expectations are non-linear. Addresses how teams interact, make decisions, and support each other in evolving operating contexts. Client testimonial evidence reflects the shift toward non-linear career models and complexity in modern organisations. Case study evidence demonstrates delivery at scale in large global functions, with capability to run transformation change whilst maintaining operational performance. Bridges individual role clarity with team-level collaboration patterns and behaviours.