Real world
impact.

Context: M&A / Divestiture Programme (EMEA)

A complex divestiture portfolio required the transfer of 2,000+ employees across multiple countries, while maintaining business continuity, legal compliance, and employee trust. The programme involved parallel transactions, cross-border employment law considerations, and uncertainty around future working locations.

• Led the end-to-end employee transfer and migration process across 40+ countries globally
• Designed and executed Works Council consultation strategies, coordinating timelines, materials, and formal approvals
• Acted as the central bridge between sell-side and buy-side legal teams, HR, and transformation leadership
• Led the preparation and issuance of employment documentation
• Worked with Facilities teams to define future office locations and hybrid working arrangements
• Delivered employee clinics and manager briefings to address concerns and support engagement

• Successful, compliant transfer of 2,000+ employees with no material legal or employee-relations issues
• Maintained operational continuity during a highly sensitive divestment phase
• High employee engagement and clarity during transition, reducing attrition risk
• Created a clear, auditable governance trail for regulators, unions, and Works Councils

Context: EMEA & Global Organisational Restructuring

PVH required a significant cost optimisation programme (~30%) across EMEA and Global functions, involving role changes, organisational redesign, and cross-border employee impacts — all under intense Works Council scrutiny.

• Led the Works Council consultation process across multiple jurisdictions, coordinating HR, Legal, and leadership stakeholders
• Translated operating model and cost decisions into clear, consultation-ready narratives and documentation
• Worked closely with external legal counsel to ensure compliance while maintaining pace and momentum
• Supported leadership teams in navigating sensitive discussions around workforce change and implementation sequencing

• Achieved ~30% cost optimisation across impacted functions
• Secured Works Council approvals without escalation or delay
• Enabled leadership to deliver change with credibility, clarity, and reduced employee-relations risk

Context: Global Operating Model Transformation

The organisation needed to deliver a step-change reduction in cost (~40%) while simplifying structures, improving decision-making, and supporting future growth.

• Supported the design and implementation of a simplified operating model, aligned to strategic priorities
• Helped leadership translate cost targets into practical organisational and role-level changes
• Provided programme governance and decision support to ensure cost outcomes were realised sustainably

• Delivered ~40% cost reduction across targeted areas
• Improved clarity of accountability and reduced duplication
• Enabled a more agile and scalable organisational structure

Context: $5bn Battery Electric Vehicle (BEV) Programme

As part of a $5bn BEV investment portfolio, the automotive manufacturer needed stronger cost transparency, governance, and decision-making across a highly complex, cross-functional programme.

• Led cost analysis and governance activities supporting executive decision-making
• Developed scenario-based cost models to assess trade-offs across engineering, commercial, and programme dimensions
• Worked with senior stakeholders to embed clearer controls and accountability mechanisms

• Improved cost visibility and governance across a major strategic programme
• Enabled more informed trade-offs during design and delivery phases
• Supported disciplined investment decision-making at scale

Context: Strategic acquisition of a specialist trading and research platform to strengthen equities trading and research capability, requiring workplace strategy, organisational integration, and campus-based space delivery.

The global financial services firm needed to seamlessly integrate 200+ specialist traders and researchers into their London headquarters while maintaining operational efficiency, cultural alignment, and strategic cost control. The acquisition's success depended on integrating the workforce operationally and physically without disruption — and without clear visibility on headcount, workspace requirements, or financial implications.

• Conducted organisational and workplace compatibility assessment, mapping reporting lines, functional dependencies, and collaboration requirements
• Delivered comprehensive headcount analysis, hiring projections, and 5–10 year growth modelling
• Led financial scenario modelling across multiple workplace strategies, including new lease, consolidation, and reconfiguration options
• Executed targeted space search aligned to campus strategy, securing ideal space in central London
• Produced test fits, design studies, and full design-to-delivery programme including procurement and construction oversight
• Designed people-first integration strategy covering desk policy transitions, team adjacencies, and hybrid working model implementation
• Partnered with CFO, PMO, HR, and departmental heads to align workplace decisions with acquisition ROI

• Successfully integrated 200+ employees with zero operational disruption
• Achieved $2M late-stage budget reduction through targeted value engineering while preserving end-user experience
• Implemented smooth transition to hot-desking model with clear comms and behavioural strategy
• Campus strategy execution kept teams connected and culturally aligned across new locations
• Built future-proof infrastructure with flexible meeting rooms convertible to private offices for growth and promotions
• Perfectly timed lease and construction activities — no double rent, zero operational downtime

Demonstrates full-service delivery capability: workplace strategy, organisational modelling, cost and scenario analysis, space search and acquisition, design and construction delivery, and change management. Showcases how workplace decisions directly support M&A success and strategic expansion.