Clients journeys

Working in a consultancy capacity as Transformation Director, Holly's expertise was sought to mobilise the programme and design the roadmap to merger of two prestigious London Higher Education Institutions. The merger created one or the largest Higher Education Institutions in London.  Holly was responsible for evolving and mobilising the programme from business case stage into an appropriately structured and governed transformation programme which involved TUPE of staff into the new institution, legal and governance considerations and significant organisational design. This role required significant stakeholder management during a tenuous and culturally sensitive time, Holly worked closely with the Councils and senior leadership of both institutions, established the Programme Management Office function which included management of a team from one of the Big Five consultancy firms and established the complex roadmap to a merged institution.

Holly was engaged on a large transformation programme of a prestigious listed building in London which was to house up to 600 stakeholders across multiple working environments. The new space required significant shifts in ways of working for most staff, and wasn't perceived as popular across all stakeholder groups. Holly designed and delivered the change management approach which included significant stakeholder engagement in the design of the new spaces, and convened leadership and change advocate groups to build consensus and understanding around the changes. Holly ensured that the users of the new spaces were at the heart of the change management approach as she believes that a change is only as successful as those impacted perceive it to be!

Holly was engaged by a major UK charity to restructure one of its largest directorates, which was experiencing bottlenecks and communication challenges. The directorate wanted to refocus some of its work to better support its mission and objectives in addition to alleviating the known pain points.

Holly's approach began with a rapid assessment of the work completed to date, evaluating it against the vision and strategic intent of the Directorate. She developed a diagnostic gap analysis and a roadmap to guide the project to its desired end state. This involved creating a simplified organisational design approach and upskilling the internal delivery team on service and process design to empower them to develop a new structure and operating model.

Holly oversaw the design and early phase rollout of the new structure and ways of working. She also created an integrated toolkit combining organisational design, HR, project management, change management, and communication elements. This comprehensive toolkit ensured the charity could successfully implement similar projects in the future.