Case Studies
Over the last 35 years, I have been the Managing Director at five companies operating in very different sectors - as well as Sales & Marketing Director at two others. In these roles I have led a number of growth and transformation strategic programmes. Here are four examples of the type of work I have led. If you'd like to hear more - just ask!
01
Mega Rebrand
In 2020, the UK board of A-Plant, the largest equipment rental company in the UK, and part of FTSE 100 company Ashtead Group Pic, decided that operating as 23 separate businesses and brands, was no longer a customer friendly and effective way to operate.. So, it was agreed to bring together all of these businesses (many of which had been acquired over the last decade) into one single Sunbelt Rentals brand, The resulting rebrand programme covered 100+ depot locations, 4,500 colleagues, 2,000 vehicles and over £1 billion of rental assets.
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As Sales & Marketing Director, and on behalf of the UK board, I led the team charged with bringing about the complete rebrand programme.
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Not only did this involve working with colleagues from across the business to clarify our purpose, mission, vision and values; ,but it also involved a sizeable physical rebrand - covering vehicles, buildings, uniforms, web site, social media and marketing communication as well as a huge equipment decal change. Most importantly it also covered a people change programme aimed at changing the hearts and minds of the entire Sunbelt team.
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Within a year, the Sunbelt Rentals business was successfully operating as the leading brand within the equipment rental sector. It dominated external communications in all channels, setting the standard for innovation and sustainability - through its comprehensive "Our Planet" green programme. It won sizeable government and events contracts by providing an integrated designed solution to large clients, improved people engagement scores to over 90% and customer satisfaction scores to over 95%. It was included in the 2023 Uk's "Superbrand" annual for the first time.
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02
Business Transformation
In 2006, Airtours/My Travel Group a £2 billion turnover, listed company, faced financial challenges due to a downturn in the UK holiday market and over investment in certain assets, such as planes and hotels.
To regain stability, a team was brought in to provide guidance and support. I was appointed internal "Transformation Director," to collaborate with this team to develop and implement a turnaround plan.
Incorporating insights and ideas from both the advisers and Directors, we swiftly devised a comprehensive turnaround programme comprising 27 distinct and significant projects.
These projects were organised into dynamic project teams with a layer of "lite" governance. Through effective monitoring, support and hard work, all of these projects were successfully executed, enabling the business to stabilize, secure refinancing, and ultimately put into a strong position that allowed it to be acquired by the Thomas Cook travel company.
Leading the internal project team during this fast-paced and intense period was invaluable, enhancing my strategic thinking, confidence, and ability to deliver complex strategic programs.
03
Accelerated Revenue Growth
In 2021, Sunbelt Rentals, on behalf of the UK's NHS, successfully launched a significant initiative to design, build, and operate 650 drive-through COVID test centers across the UK. To facilitate this, the company invested more than £100 million in new rental equipment, including generators, traffic signage, fencing, and accommodation units.
As the COVID pandemic began to decline, it became evident that the equipment and hire revenues associated with this program would diminish in the coming months, potentially resulting in a substantial revenue shortfall.
As the Sales & Marketing Director, I was assigned the responsibility of collaborating with the sales and marketing team to develop a strategy to recover this revenue, with a target of generating over £100 million annual hire revenue. Together, we created a robust, dynamic and incentivised sales programme, that targeted new sectors where we previously had no presence—such as festivals, sports events, national and local government, and facilities management.
Additionally, we prioritised contract renewals, cross selling more product categories to existing customers, creating bundled solutions for major infrastructure projects, and increasing hire rates along with ancillary revenue streams.
By the conclusion of the 2022/23 financial year, our collective sales team, in close partnership with operational colleagues, achieved what once seemed impossible—recovering over £100 million in hire revenue within a single year! We truly "made it happen!"
04
Multi-plex Cinema Roll Out
From 1986 to 2000, I was a member of the board of UCI Cinemas, a 50/50 joint venture between Universal Studios and Paramount Pictures. Our mission was to revitalize the cinema-going experience outside North America for these two prominent studios. In order to deliver this purpose a 10 year strategic growth plan was put in place. This plan covered everything from - finding new locations to develop multiscreen cinemas, the customer journey (how could we make it like Disney), a people journey (to ensure we employed and developed great people) and a fantastic cinema environment to enjoy the movie experience in.
During this time, the business expanded significantly, constructing and equipping over 110 multiplex cinemas across the UK, Ireland, Germany, Poland, Italy, Spain, Japan, and Brazil. UCI built a strong reputation in each market for its exceptional staff, delivering a Disney-like customer experience and innovative food and beverage options, including the introduction of bars and cafes.
The company also inspired others to invest in modern cinemas, playing a crucial role in revitalising cinema attendance. As a direct result, UK cinema attendance rose from 65 million in 1986 to over 110 million by 2006, achieving our goal of revitalising the cinema-going habit.
