Cases
Over the past 10+ years as an independent consultant and facilitator, I've worked on strategy-related assignments across industries and countries. Below is a selection of cases.
My added value is rarely industry expertise, that's usually already inside the organisation. It's turning what the organisation already knows into concrete, actionable strategies that the team owns and executes.
If you're working through a situation that resembles one of these cases, get in touch.
Arla Foods
Context:
The leadership team of Arla Foods' Dutch subsidiary needed to define the purpose, ambition, and strategy for the coming years, and to make sure implementation actually happened.
Approach:
I designed and led a series of strategy workshops with the leadership team and middle managers, working through purpose, ambition, strategy, and a strategic portfolio with clear deliverables, owners, and resources. To carry the strategy into execution, we introduced a quarterly strategic "drumbeat" combining portfolio management with hands-on guidance.
Results:
Clear priorities, an aligned view on how to get there, and strong ownership across the teams responsible for delivery, built through their involvement in shaping the strategy rather than receiving it. The purpose deepened relationships internally and with retail partners. The strategy and portfolio discipline contributed to five consecutive years of topline growth in the Dutch market.
Pension Insurance Corporation
Context:
PIC had become a market leader in the UK pension buyout and buy-in market in under 20 years, but its brand hadn't caught up with its position. They launched a strategic rebranding project to reflect their leadership status.
Approach:
Working closely with the Head of Marketing, I shaped the strategic approach, built the action plan, and acted as sparring partner through execution, adjusting the plan based on what the work was revealing and guiding interventions with the many stakeholders involved. The challenge was less the creative work (handled by specialist agencies) than the discipline of running a complex, multi-stakeholder programme well: around 300,000 policyholders, multiple suppliers, all PIC employees, and an executive team with strong views.
Results:
New brand name, positioning, and visual identity successfully rolled out across every touchpoint, including a full website rebuild. Brand research confirmed that the new positioning landed as intended, reinforcing PIC's status as the category leader.
