Our first task was to undertake a review to understand and establish the business priorities for the Board. Detailed structured interviews were held with the key managers to identify the key areas of risk resulting in agreed action plan.

Finance Director - following an acquisition, coached a finance director enabling him to succeed in a highly demanding job.

Marketing Director - following promotion, coached a Marketing Director to become a more effective contributor at Board level.

Provided a three day business development workshop for 30 senior sales and marketing executives to break down a culture of silo working and promote collaborative sales. The programme incorporated a fast-moving business simulation exercise in which cross-company teams competed for business as a result of which a group wide process was established.

Supported a newly formed Board to develop the company’s vision and strategy and to start building the team dynamics. Through a series of workshops, business objectives were formalised, critical issues addressed and the team established.

Brought together an existing Board to look at how the team’s interaction affected the decision making process when resolving cross-functional business problems. The workshop identified and addressed barriers to team working and promoted techniques and styles for more effective Board working.

Planned at short notice, we ran a redundancy programme for a multi-site operation employing 300 staff at six sites in Scotland and England. Working with individuals over four weeks on day and night shifts, we provided the full range of outplacement support, so that the company was able to close the division to budget and on time with minimal disruption to its other business operations.

We advised on best practice, internal and external communication programmes, timing of events and the redundancy programme. On site at the announcement of closure, we supported the management, brought together the resources of external agencies, approached local companies and ran employee support programmes. At the closure four weeks later, three-quarters of the workforce had found new employment with the remaining all in work shortly after.

Over the course of a year, provided outplacement support for a series of closures of new media companies within a large plc. Working at director, management and staff levels, we addressed the immediate concerns of those nominated for redundancy, providing them with proactive and practical support to help them move on.

As a result of a major restructuring of a logistics company, we provided outplacement for a number of directors and senior managers throughout the UK, addressing all options open to them, including business acquisitions, interim management, consultancy and full time career roles.

Following a change in business strategy in a multi-national media group, AKS assisted individual directors and senior managers in their internal redeployment, helping them to rebuild their trust with the company whilst providing outplacement for those leaving it.