CASE STUDIES
Work, told honestly.
From fifteen years inside organisations under pressure.
Case Study 01 · Rapid scaling
Building the infrastructure a fast-scaling business needed to operate.
Global consumer brand · 50 → 300 PEOPLE · 2 → 13 MARKETS
When I joined, the company operated in two markets with around fifty people — and was growing faster than its structure could hold. By its peak it was six times the size, operating across Europe, the Middle East, and Asia Pacific, on improvised processes and fragmented systems. Leadership was concentrated in a founder operationally involved in nearly everything. Starting alone, I built the operating infrastructure the business needed at its new scale:
a team of nine across three countries, a single global system of record deployed in every market from zero, consistent and compliant frameworks replacing ad hoc local practice, and a job and pay architecture that gave the business a common language. I also led the expansion itself — the legal, employment, and compliance infrastructure behind the growth to thirteen markets across three continents.
The result: manual processes cut by more than half, hiring faster and cheaper, and an infrastructure that held as the business kept moving — at six times its original scale.
Case Study 02 · Post-merger integration
Integrating two organizations into one, at global scale.
GLOBAL BEAUTY CONGLOMERATE · 60,000+ EMPLOYEES · MULTI-COUNTRY M&A INTEGRATION
I joined after the acquisition closed. On paper, one company. In practice, two organisations — different cultures, different systems, different terms for the same jobs — expected to function as one while the business kept running. I worked across the integration on multiple fronts:
recruiting leadership for functions that hadn’t existed in either organisation, coordinating how operations would run for the combined business, and unifying performance and talent management onto a single platform — including training leaders on the new process and managing calibration across functions and geographies.
The result: one foundation for a newly formed company of 60,000 people — rather than two parallel systems running side by side.
Case Study 03 · Global restructuring
Consolidating global operations without losing the business.
GLOBAL FASHION RETAIL · 7 SOURCING OFFICES · MULTI-JURISDICTION RESTRUCTURING
The decision was made: consolidate seven sourcing offices across Europe, Asia, and the Middle East into a single UK hub. The strategic logic was clear. The execution was not — every closure was a different jurisdiction, different employment law, different redundancy obligations. What worked in Portugal didn’t apply in Turkey. What applied in Turkey didn’t apply in Hong Kong.
I project-managed the entire operation: local counsel coordinated across each jurisdiction, compliance mapped for every market, closures sequenced against both legal timelines and operational continuity — while building and recruiting the replacement function in the UK in parallel.
The result: seven offices closed without legal challenge, and a functioning UK team operational before the last closure completed. The business restructured without disrupting its supply chain.
Case Study 04 · Crisis
Rebuilding an operating model through crisis.
OFFSHORE ENERGY · 200+ REDUNDANCIES · MARKET COLLAPSE
When the oil market collapsed and the company lost its primary contracts, the reality was stark: rigs coming down, contracts wound up, and more than 200 people to be managed out — compliantly, humanely, and fast. Two tracks ran in parallel, and neither could wait for the other.
Demobilisation: redundancies executed across rigs with the legal and compliance requirements of each. Retention: identifying who the business needed to keep, and negotiating across the fleet to absorb them — finding positions for people who would otherwise have been cut.
The result: rigs demobilised, every redundancy obligation met, and the highest-value people retained in the fleet rather than lost to the market. The business came through the downturn with its operational capability intact — and a leaner structure built for the new scale.
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Different contexts. The same underlying work.
Scaling, integration, restructuring, crisis — each one came down to the same structural questions: who decides, what reaches leadership, and who carries the load.