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Real challenges. Practical solutions.

These examples show the kinds of challenges we have worked on and the approaches used to address them. Client details are kept confidential.

City of London towers emerging from mist
Energy finance · International expansion

Building people and operational infrastructure for growth

The challenge

An early-stage energy finance business with no HR structure in place. Hiring and people processes were reactive, there was no reliable view of workforce data, and the business was preparing to expand into new international markets.

What we did

  • Built the HR function from the ground up
  • Designed onboarding, performance and employee lifecycle processes
  • Established organisational structure and role clarity
  • Implemented HR systems and people data tracking
  • Developed frameworks for operating across several countries

The outcome

Over the period of the work, the business grew from 2 to more than 80 employees and expanded into new international markets. A structured people function, standardised processes and central workforce reporting were in place to support that growth.

Consulting · Operational improvement

Improving people processes and operational coordination

The challenge

A growing SAP consulting firm where HR processes differed between teams, managers carried a heavy administrative load and roles were not clearly defined as headcount increased.

What we did

  • Reviewed existing people operations and restructured where needed
  • Standardised processes across teams
  • Redesigned onboarding and employee workflows
  • Designed and implemented a lean HR operating model

The outcome

Workflows became consistent across teams, roles and accountabilities were documented, and less routine administration fell on managers.

Technology · USA and Africa

Developing organisational structures for a distributed workforce

Ikoyi and the Lagos lagoon from above

The challenge

A US-headquartered digital twin startup with operations in Africa and no unified approach to people management across a distributed, multi-jurisdiction workforce.

What we did

  • Designed a central people framework for a distributed workforce
  • Implemented lean HR systems across regions
  • Standardised onboarding and employee processes
  • Set up central workforce data management

The outcome

The business moved to one consistent framework across countries, leadership gained a clearer view of workforce data, and hiring and onboarding followed the same process in every region.

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