Strategy Execution & Transformation Delivery

Constraint

A Fortune 500 insurance and device-protection company wanted to transform its device service offering, building a device-return capability and lifting Net Promoter Score through new digital customer interactions. The initiative was a top-5 CEO priority.

Intervention

Led the supply chain transformation and new product development program end-to-end, pairing structural change with the leadership cadence needed to keep a CEO-priority initiative on track.

Constraint

Customers increasingly expected personalised, contextual engagement, but the organisation had no Next Best Action capability across channels, leaving churn and market-share growth on the table.

Intervention

Delivered a Next Best Action model across every customer type and channel, connecting insight-led decisioning to real-time, personalised dialogue.

Constraint

A major transformation program was exposed to real sponsorship risk, corporate and political barriers, conflicting KPIs between departments, and a trust gap between sponsors and delivery teams.

Intervention

Coached the program's sponsors directly, giving them hands-on, practical tools to give their teams real authority and hold the line through political and cross-departmental friction.

Constraint

Strategy was set centrally but diluted across regions and layers, initiatives looked good on a deck, but on-time delivery was stuck around 58% and nobody owned the gap between the plan and the front line.

Intervention

Architected a single execution rhythm, meeting cadence, decision rights, and accountability loops, connecting the executive layer to regional and delivery leads, so the strategy survived contact with reality.

Constraint

Redesigning the repair-and-upgrade experience meant coordinating change across multiple external partners, each with their own incentives, systems, and timelines, exactly the kind of landscape where a program quietly stalls in the gaps between organisations, and where 'aligned' too often just means everyone nodded in the same meeting rather than actually pulling in the same direction.

Intervention

Drove the change with a deliberate operating rhythm, regular, structured touchpoints across every partner, and built the cross-organisational trust needed to turn an ambiguous, multi-party landscape into a sequenced plan that partners genuinely owned, rather than one imposed from the centre and quietly resisted.

Constraint

Functional silos were quietly duplicating work, separate teams running near-identical initiatives without knowing it, burning transformation budget on projects that never should have existed twice.

Intervention

Established a Transformation Council with cross-functional visibility and decision rights, so initiatives were tracked, deduplicated, and prioritised as one portfolio instead of several competing ones.

Constraint

The leadership team was meeting constantly but deciding rarely, recurring meetings had become status theatre, with decisions made informally afterward or not at all.

Intervention

Redesigned the leadership meeting cadence around a decision log and explicit decision rights, cutting volume and replacing status updates with structured decision-making.

Constraint

A multi-region digital transformation was already stalling by the time Stuart stepped in, each country ran its own version of the operating model, wide variance in performance, and rising local resistance to change, after an earlier transformation cycle had failed to land.

Intervention

Took over a program that had already burned one cycle and installed a single execution rhythm across every country at once, decision rights, meeting cadence, and accountability loops fixed together rather than one country at a time, coaching local leaders to run it themselves instead of waiting on direction from HQ.