Case Study |
Change Management & Business Integration
Change Management
Post-Acquisition 1 Year Business Integration
Post-Acquisition Integration & Operational Transformation
Following acquisition and TUPE, the business required the integration of people, systems, processes and client commitments into the parent organisation. A further acquisition added a third operational team, creating three inherited business units with different working practices, systems and structures. The transition took place during a period of heightened workforce uncertainty while major client programmes and existing contractual commitments still required uninterrupted delivery.
Zero Staff Exits
Maintained workforce stability throughout a period of significant organisational uncertainty, with no staff exits during the integration and restructuring process.
£10m Annual Division
Established and led an integrated UK & Ireland installation division with annual turnover of approximately £10 million, supporting major national programmes and future growth.
We pride ourselves on delivering more than advice. Our focus is on taking responsibility, solving problems and giving clients confidence that the job will be delivered properly.
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Leading the post-acquisition integration of three operational teams into a single UK & Ireland installation division, protecting workforce stability, client continuity and operational performance throughout significant organisational change.
Turning Three Business Units into One Collaborative Division
The integration was approached as both an operational and people-led transformation. Alongside maintaining live client delivery, I restructured the division, integrated inherited processes and systems, aligned contractual arrangements and created a more collaborative working model designed around individual capability and future development.
Led the operational integration following acquisition and TUPE
Integrated three inherited teams into one UK & Ireland division
Completed a full divisional restructure aligned to skills and career development
Introduced structured communication and an open-door leadership approach
Created mentoring and shadowing opportunities to break down inherited team silos
Reviewed and aligned three separate process and software environments
Reviewed overlapping client contracts to establish the most appropriate future arrangements
Led the operational integration following acquisition and TUPE
Integrated three inherited teams into one UK & Ireland division
Completed a full divisional restructure aligned to skills and career development
Introduced structured communication and an open-door leadership approach
Created mentoring and shadowing opportunities to break down inherited team silos
Reviewed and aligned three separate process and software environments
Reviewed overlapping client contracts to establish the most appropriate future arrangements
Workforce Stability, Client Continuity & a Platform for Growth
The integration created a unified installation division while maintaining workforce and operational stability throughout a period of significant change. No staff exits occurred during the transition. Continuity of capability supported the deployment of two major national programmes and a division generating approximately £10 million in annual turnover. The successful integration also strengthened the organisation's installation and fit-out capability, subsequently supporting the award of a significant contract with a major UK retailer and creating a platform for further growth.