Selected case studies.

A high-growth digital bank moving from a UK-centric scale-up into a regulated international organisation, with new legal entities in the US and EU. Leadership and governance had to evolve quickly without losing the speed and culture that defined the business.

Rapid growth required new leadership, governance, and operating structures that met regulatory requirements while preserving mission, culture, and pace. Roles, decision rights, and reporting lines were inconsistent across regions.

Analysed leadership responsibilities and decision rights across entities. Structured role groupings and governance layers. Developed design recommendations defining responsibilities across comparable roles in different regions. Partnered with senior stakeholders to align expectations around role ownership and authority levels.

A clearer set of leadership roles and decision rights aligned to regulatory expectations, with a shared language for accountability across markets.

Global FMCG organisation with a corporate communications function operating at scale — over 1,000 employees across 70+ countries.

Devolved reporting lines and differing market needs had led to significant variation in structures, roles, and accountabilities — creating financial inefficiencies, hiring friction, and organisational complexity.

Analysed global role structures to identify overlaps, gaps, and inconsistent responsibility levels. Supported creation of clearer role definitions. Worked with leadership to align local roles to global structure while maintaining flexibility for market differences.

A consolidated, globally consistent role architecture with sufficient local flexibility, supporting cleaner workforce planning and clearer career pathways.

International creative marketing organisation operating a platform-style business model with regionally distributed delivery teams.

Fragmented structures, unclear leadership ownership, diluted brand and product leverage, and low confidence in strategic plans. Leadership clarity and operating coherence needed a reset — without undermining creative autonomy.

Diagnosed gaps and overlaps in leadership responsibilities across central and regional structures. Supported definition of clearer leadership role expectations and accountability boundaries. Helped align stakeholders around a consistent understanding of ownership and decision authority.

A shared leadership map that clarified central vs. regional accountability, reducing duplication and unblocking strategic decisions.

A large government department undergoing a major transformation programme aimed at modernising how work was structured and how careers progressed.

Legacy role structures, inconsistent grading, and a lack of clear career pathways made workforce planning difficult and slowed mobility across the organisation.

Evaluated existing roles, proposed clearer role families and career levels, and supported communication of changes to senior stakeholders.

A simpler set of role families and levels providing the basis for clearer career pathways and more consistent workforce decisions.