IT Reseller Business Strategy 

By Jo Geraghty

By Jon Baker

Jon's client provides services to a number of national and international companies; and had grown their turnover to about £4.5M pa although this growth rate had declined.

This growth had created problems of management structure. The majority of work was being monitored and controlled by the owner; this became increasingly difficult to do resulting in stress, poor management of debtors, very little marketing and an organisation that was overly reliant upon one person.

Moving more supervision to other members of the team created its own problems, as managing through other people often does and the business was struggling with the levels of work and planning of the workload.

Read More: Management Structure

Michael's client was part of the talent management part of the HR function of the EMEA division of a £550M annual revenue international software company.

They had implemented a number of coaching initiatives over the years but had never had the success and recognition that they wanted.

The client wanted to implement a cost effective coaching programme so that she could demonstrate and prove the benefits of a coaching programme to themselves before they developed further programmes for their internal clients.

Read More: Talent Management EMEA

Improving Professional Development

By David Butler

David’s client is a rapidly growing innovative IT hardware company, turnover circa £500K, that currently spends significant sums of money with outside training agencies. Despite it's reputation for training excellence the business faces significant staff turnover which in turn leads to additional recruitment costs.

Now due to the growing competitive pressures the business aims to trim its training budgets whilst maintaining an effective continual professional development programme with an additional target of reducing staff turnover.

Read More: Improving Professional Development - David Butler

Increasing Sales in National Heritage

By Peter Barnett

Peter's client is the owner of a speciality flooring company with a turnover of circa £250,000 pa. They have carved out a niche by taking photographs of existing historic floors and producing copy printed floor mats to protect the existing floor.

They needed to rapidly increase sales and revenue.

Read More: Increasing Sales in National Heritage - Peter Barnett

Improving Staff Retention in a Start Up Hedge Fund 

By Jo Geraghty

The client was CEO of a start up hedge fund. The fund had rapidly achieved a turnover of £40m pa, however in the previous 12 months there had been a staff turnover of 32%, and revenues were on track to be down 20%, which was putting the survival of the fund at risk.

In addition the CEO had been making a significant investment with head-hunters, which didn't appear to show any signs of giving a return.

Read More: Improving Staff Retention in a Start Up Hedge Fund - Jo Geraghty

Turning Conflict into Cooperation

By Julian Scheeve

An Organisational Development manager of an UK based global broadcasting organisation sought coaching support for a senior manager who needed help in managing a technical team.

The senior manager had been recently recruited to improve a range of internal technical services. The culture of the organisation was more aggressive and confrontational than she had been used to.

Her direct-reports were directly challenging some of her decisions and had complained that she wasn’t creative enough, was defensive when they made positive suggestions as to how the department could be run, and interfered with their ways of working.

Her boss was getting dragged into some of the issues and was frustrated that she didn’t appear to be leading and managing her team effectively.  

Read More: Changing Conflict into Cooperation - Julian Shreeve

Team Building

By Michael Beale

A small but successful systems integrator, turnover circa £5m had recently employed a youngish general manager, 26 to run the day to day business for the managing director / owner. His direct reports were significantly older, 35-55 and considered themselves to be more experienced.

After nine months sales and revenues were slightly below budget, -5% and not showing any real indication of rising and his team weren’t responding to the challenge with enthusiasm. While there were grumblings nobody had left.

Read More: Team Building - Michael Beale

Director Career Coaching

By Michael Beale

A senior director of a major ICT company was considering a career change. He had a very good reputation, was making his number and had a good relationship with his boss. He had worked for his boss for twelve  years in a variety of countries and regions. However he was not happy with work life balance and while he could see a career path, was not  inspired by what he saw

Read More: Director Career Coaching - Michael Beale

Presentation Fears

By Michael Beale

The principal of a successful £0.5M turnover consultancy and coaching business had a number of senior lawyer clients. She had to present to groups of senior law partners on an ongoing basis and while her presentations led to successful business she was begining to feel intimidated and anxious several days before the presentations.

She enjoyed working wih senior lawyers and wanted to further devolop the business, however this fear of presenting was beginning to interfere with both her career and her general state of mind.

Read More: Presentation Fears - Michael Beale

New Business Development

By David Regler

CEO of startup new media company with offices in US & India. Needed to secure C-level meetings with strategic marquee accounts in the US. He had identified the companies but did not know how to reach the senior executives.

Read More New Business Development - David Regler

Business Development 

By Peter Barnett

A Director of a maintenance company, turnover £25m was experiencing a 10-15% decline in sales and was struggling to generate any new enquiries. The business had spent money on a photo shoot and new brochures and had tried a number a mailing campaigns with very little success. At this stage the company had no budget for lead development

Read More: Business Development - Peter Barnett