Case Studies

Property Claims Fulfilment Provider for Insurers. Progress | Sustainability | Governance | Supply Chain

The challenge	Growing insurer expectations around sustainability, but existing activity was inconsistent, difficult to evidence and varied across a large supplier network.
What we did	Built an ESG baseline covering carbon, social value and governance; connected sustainability to customer and commercial outcomes; and developed a proportionate supplier-onboarding approach.
What changed	Clearer priorities, better visibility and stronger supplier engagement — providing a practical foundation for continued improvement across hundreds of suppliers and a large field-based workforce.
The value	Greater clarity and control, less wasted effort and a more consistent, scalable approach — while supporting resilience, customer outcomes, local communities and skills.

Motor Claims – Vehicle Recycling Network. Progress | Sustainability | Circularity | Supply Chain

The challenge	Turn sustainability ambition into something practical and credible across a national network of independent vehicle recycling businesses — recognising different starting points, capabilities and resources.
What we did	Developed and delivered a practical sustainability programme across Environment, Social and Governance — establishing environmental baselines, measuring social value, strengthening governance and helping members understand where everyday operational decisions could create greater impact.
What changed	Sustainability became more structured, measurable and easier to evidence across the network — creating greater consistency while allowing individual businesses to progress at a pace appropriate to them.
The value	A stronger, more credible network proposition for insurer clients; clearer evidence of environmental and social impact; and a practical foundation for continued improvement, collaboration and more sustainable motor claims outcomes.

Cybersecurity Growth | Performance | Data Insight | Transformation | Governance

The challenge	A growing cybersecurity business with plenty of data, ideas and ambition — but limited capacity to bring everything together into clear management insight, priorities and consistent ways of working.
What we did	I work alongside the leadership team on a fractional basis, bringing independent perspective and practical support across executive reporting, performance insight, product and operating-model development, governance and responsible AI. The focus evolves as the needs of the business evolve.
What changed	Fragmented information has been turned into clearer executive insight, priorities and actions — helping leadership connect sales, products, people, capacity and delivery, while introducing proportionate governance around emerging opportunities.
The value	Additional senior capability without another full-time role — combining trusted challenge with hands-on delivery to help the leadership team make more confident decisions and maintain momentum as the business grows.

UK National Infrastructure Organisation | Claims | Innovation | Growth

The challenge	A major UK employer needed to improve how absence was managed across a large, complex organisation — translating HR policy and organisational intent into something managers could understand and apply consistently in the real world.
What we did	Working within the HR Change team, I supported the design and implementation of a new absence-management approach — connecting policy with practical application, engaging stakeholders and helping managers understand what was changing, why it mattered and what they needed to do differently.
What changed	A complex people-policy change was translated into a clearer, more practical approach for implementation across the organisation, with greater focus on consistency, manager understanding and successful adoption.
The value	Helped bridge the gap between policy and practice — supporting a major employer to turn organisational intent into operational change at scale.

Claims InsureTech | Explore | Innovation / Growth

The challenge	A property technology business was exploring how its established virtual property-imaging capability could create value in home insurance claims — a new market with different customers, workflows, risks and measures of success.
What we did	I brought an insurer and claims perspective to help pressure-test the proposition — exploring the claims journey, customer experience, loss-adjuster deployment, fraud, operational efficiency and the measures needed to demonstrate value. I also identified opportunities to evolve the model, including customer-led remote capture and potential connections with prospective pilot customers.
What changed	The proposition was considered through the realities of claims delivery rather than technology alone — helping clarify where virtual assessment could reduce travel and revisits, improve evidence and speed, support customer outcomes and create a more scalable claims model.
The value	Independent industry perspective helped connect an established technology capability with a new market opportunity — strengthening the thinking around proposition development, validation and the route towards future insurer adoption.

Insurance Technology Platform Transformation | Customer | Operational Performance

The challenge	A major insurance technology provider wanted to improve the end-to-end performance of an established platform — reducing waste and failure across customer support, development and delivery while improving customer outcomes and creating capacity for higher-value work.
What we did	I worked alongside the business for more than 12 months, using systems thinking and live customer demand to understand where time, effort and value were being lost. Together with the teams, we redesigned support and delivery around greater customer ownership, root-cause resolution, fewer hand-offs and better measures of performance — testing, learning and adapting as we went.
What changed	Average ticket resolution reduced from 383 to 30 elapsed days, customer feedback improved from 3/10 to 8/10, escalations fell from 28 to fewer than 5. The redesigned process also reduced the number of people typically involved in resolving a ticket from 15 to 3.
The value	A more customer-focused, efficient and sustainable way of working — improving service while removing failure demand and creating capacity. The platform was operating with fewer FTE than a year earlier, with development resource assigned to support reduced by 24%, without detrimental impact on revenue.