I consulted for this prestigious property development business in Mauritius. I developed a positioning strategy and was asked to support its execution, becoming a shareholder and interim marketing director until a shareholder dispute interrupted the business. Up until that point, the sales pipeline was beginning to yield very positive results.
I consulted for LG to help them develop a positioning and communications strategy for their entrance into the UK education market with a suite of classroom products. They successfully executed the communications plan we developed and enjoyed success at BETT 2009 and thereon.
I consulted for Southern Housing Group to help them define and articulate the values they needed their organisation to adopt in order to deliver their new three year plan. I then supported the execution of communications that would engage staff with these values and embed them into their behaviour Southern Housing Group remains one of the most successful housing associations in the country.
Our client is naturally private but is happy to provide references on request.
We started working with the partners in 2008 to define on their long-term corporate strategy. This resulted in a business re-organisation and injected a renewed energy in the team and re-vitalised their ambitions.
In 2009 we worked on their marketing strategy, talked to their customers and partners around Europe, analysed their financial data and worked with the team to define their go-to-market strategy.
In 2010 we project managed the development of a new corporate identity and first website . Later that year we worked on their investor strategy.
In 2011 we developed their sales collateral and presentations and in 2012 we joined their advisory board.
I worked with HP to help them evaluate their brand and products in the education market. View client feedback
I worked with the Product team for four years to position the product in the education space and promote it through the channel and to the education market. In a crowded space with over 40 competitors market share grew from 0 to 20% in three years. The brand still dominates in its market today. See client comment »
The chart below shows TurningTech’s (the corporate owner of TurningPoint) market share (thick green line) according to DTC, the voting system industry analyst.
I consulted for Steljes, SMART’s exclusive UK distributor with Nick Shepheard my Trinity partner. Together, we developed the UK strategy in 2003 and supported its execution until 2007. In this period SMART’s UK sales grew by 148%, market share rose 36% (from 42% to 58% market share) and their nearest competitor Promethean declined by 7% points. SMART adopted Steljes’ strategy worldwide and became global market leader in the process. See client comment »
I started out consulting for Steljes in 2003 with Nick (my Trinity partner) but joined the management team to help Steljes change into the organisation it is today. In this period, turnover grew 42% to £67million, GP grew 132% and margins grew 64%. View client feedback »
The chart below uses companies house data to report Steljes’ gross profit and gross margins in the period I worked there.