The challenge
A global content-services business wanted a clearer understanding of how clients experienced its account management teams, and where internal behaviours were affecting trust, confidence and commercial performance.

The work
I took a slightly unusual approach and interviewed the company’s senior clients, assessed their feedback, identified recurring themes across the account management function, and pinpointed themes and gaps in communication, ownership, confidence and commercial judgement. Much of what I found was culturally embedded. I translated the findings into practical recommendations and a tailored training programme.

The impact
The business gained an independent - and truly candid - view of the client experience and a clear framework for both improving account management and transforming the culture of the organisation. The approach became the foundation of The Cultural Operating Model™.

The challenge
A fast-growing localisation and technology business needed greater alignment and rigour around its evolving go-to-market proposition, operating priorities and readiness to meet the expectations of major enterprise clients.

The work
I designed and led a three-day leadership workshop in Gothenburg, bringing a client-side perspective to truly interrogate and test claims around product, quality, governance, risk and commercial readiness. A central output was the Enterprise Proof Stack: the evidence, controls and assurances needed to strengthen buyer confidence.

The impact
The engagement produced clear priorities, named ownership and a sequenced action plan. It developed into an ongoing advisory relationship, providing the CEO and leadership team with independent challenge, judgement and strategic support.

The challenge
A proprietary technology capability had the potential to become a standalone business, but its proposition, productisation path, funding requirements and relationship with its parent company required further definition.

The work
I worked with leadership to shape the spin-out strategy, clarify the product vision and commercial use cases, and define the route from internal capability to enterprise-ready platform. I also wrote the business plan, developed the investor narrative and prepared the leadership team for discussions with advisers and potential funders.

The impact
The work created a more coherent investment proposition, connecting product development, market focus, proof points and capital requirements within a clear strategic roadmap.

The challenge
A highly successful global media-services company needed to improve how operational teams communicated across functions, territories and major studio accounts. Unclear ownership and inconsistent response practices were creating inefficiency and avoidable client risk.

The work
I reviewed the communication model and designed a practical framework covering request assessment, available information, ownership, escalation and response responsibility. The approach was structured as a defined pilot before wider implementation.

The impact
The project established clearer communication gates, stronger accountability and a repeatable and scalable model for improving consistency, decision-making and client confidence across global teams.