Bringing together three distinct businesses, each with their own legacy, culture, and operating rhythm, is no small task – especially when the goal isn’t just structural integration, but creating a shared purpose, unified leadership, and transforming to meet future challenges head-on.

This was more than a reorganisation.  It was a strategic opportunity to reset direction, simplify complexity, and build something stronger than the individual parts – a single, focused business capable of delivering greater value for its customers, people, and stakeholders.  But with competing priorities, different heritage, and organisational scepticism, the path to something different had to be carefully designed and led.

My approach was a transformation shaped by purpose, integrity, and clarity – and by the belief that when people understand where they’re going, how they connect, and why it matters, the impact multiplies.