At the initial point of engagement, this team of 15 had been at seed stage for seven years, with a strong foundation and team culture. However, there was a stall in momentum due to a lack of clarity in roles and an existing flat structure from the formative stages.

A full organisational restructure was designed, validated with the team and implemented with the appointment of a GM to manage the daily operations.

Two years on, the team was fully settled into the structure, with clear roles, effective communication and improved productivity. The founders were able to step out of daily operations and focus on new opportunities & infrastructure

By the end of year one, 4 of 5 annual objectives were achieved.

An innovative academic research team entrenched in the heart of an established university structure, wanting to disentangle leadership from daily operations.

An eight-week discovery process resulting in two reports;

1. Culture & Sentiment Report - a snapshot of team views, challenges and opportunities for operational improvements.

2. Operational Plan - a blueprint of proposed organisational and operational changes in stages.

Both reports were handed over to the company as IP for future use.

The objective was to create a national training programme to upskill and uplift sales teams in speciality brand stores.

As the operational partner on the project, I was directly involved in discovery and in creating the core sales principles for the training programme. Including the design of:

• Customer sales journey

• Body language 101

• Tiers for measuring sales standards by store

This programme was handed over ready for national rollout.