Transformations That Shape Industries

I’ve had the privilege of working on some of the most high-profile and cutting-edge transformation programmes within some of the world’s largest and most complex organisations. From government departments to global retailers, financial services to telecommunications, each engagement has challenged me to bring clarity, alignment, and measurable outcomes where they mattered most.

These case studies showcase more than methods — they reveal how leaders and teams can break through silos, modernise ways of working, and build lasting capability. Each story reflects not just the frameworks applied, but the cultural shifts, leadership development, and real-world results that made transformation stick.

Home Office – Leadership Team Revamp

In 2025 I was invited to work with the Home Office senior leadership team, who were struggling with alignment, cohesion, and clarity of direction. Leaders were working in silos, focused only on immediate issues, and were disconnected from the teams on the ground. The impact was clear: delays in removing blockers, low morale, and a lack of shared strategy.

I began with a preparation workshop, clarifying roles and responsibilities and asking each leader to complete an effectiveness assessment and DISC personality test. This set the stage for a full away day where we analysed personality and team effectiveness, ran a futurespective workshop to look ahead, co-created an 18-month roadmap, and facilitated a session to establish a new leadership charter and ways of 

working.

The change was immediate and tangible. Leaders gained a deeper understanding of each other’s strengths and styles, and communication across the team improved significantly. They left with a clear, shared roadmap that shifted focus from the day-to-day to a longer-term strategy, and energy levels were visibly higher. Team motivation scores improved, and staff felt their leaders were more approachable and collaborative. 

As one leader reflected afterwards:

“This was one of the most impactful days we’ve ever had since I’ve been here.”

Tesco Plc – Obeya Implementation

In 2023 I joined Tesco’s online shopping division at the start of a major transformation. Product and technology teams were operating in silos, processes were outdated, and offshore delivery models added further complexity. A recent reorganisation into value streams had created a stronger structure, but the pace of delivery hadn’t slowed, leaving little space for leaders and teams to learn new ways of working.

I worked as part of a team of coaches to embed a structured framework that would help both teams and leaders align around shared outcomes. I introduced Obeya as a central mechanism for visibility and alignment, trained leaders and Product Owners, and facilitated workshops to improve problem solving. At value stream leadership level, I introduced the Three Amigos model — bringing product, technology, and delivery leaders together to collaborate more effectively. We also rolled out OKRs across value streams, held leadership away days, and coached teams hands-on to adopt these practices.

The results were clear. Communication improved, waste was reduced, and working practices across product and technology became more efficient. Leaders reported greater cohesion, and teams felt happier and more engaged. By embedding Obeya and structured alignment practices, Tesco gained the ability to move faster, collaborate better, and sustain improvements in agility across its value streams.