Case Studies

Below is a list of some of the companies that we have had the pleasure of working with, and a brief description of what solutions we were working on implementing together.


Roll out of common ITIL Processes and Service Desk system (Remedy) across Europe. This project has revolutionised how support services are provisioned and managed for the company in the future. Managed their troubled change programme which was not progressing as expected.

This included;

  • Identifying potential improvements and opportunities for the User Departments.
  • Managing diverse resources to deliver projects on time and within budget.
  • Improving liaison with the business community (greatly improved during contract).
  • Prioritising projects to ensure delivery to Business objectives and balanced score cards.
  • Developing, identifying and improving skills and abilities of permanent staff.
  • Supervising an R&D function to suggest future technologies for Renault UK.

After focused effort the Project were put back on track and processes were implemented to ensure that delivery could be monitored and managed for the future.


Managed the handover of a Large NT Desktop Project into Production. This rollout involved 5000 Desktops and 1600 Applications to 33 different Business Units and was very complex in nature. After some initial analysis of progress, issues were proactively established and options presented to the IT Director. A series of actions where then delivered, which resulted in a stable environment, and the Project issues were eliminated.

Virgin Mobile

Service Delivery restructuring and ITIL process implementation. The project ranged from assistance with recruitment, financial planning and goal planning to Programme Management, Project Management and Customer relationship management. The Project was very successful in improving customer satisfaction which was at a low ebb on arrival. By implementing ITIL processes, KPIÕs and formal reporting structures the activities of the Department are now better understood and can be measured to ensure consistent success in the future.


A review was conducted of the change management processes conducted throughout the Companies Departments. 50 interviews were undertaken and a report was produced highlighting the current Change Management processes, the perceived issues and the options for improvements in the future. This report was used to plan improvements in Change Management right across the Comany.

TUI Travel PLC

Convergence of four main companies. Programme involves identification of common processes, tools and suppliers. Various methods are being used including off shoring of Services to India.


This Health and Group practice of this Company suffered from a lack on a cohesive IT strategy with no plans as to how the stretching Business targets could be assisted by technology. A 3-month assessment was conducted and a paper was produced which was presented to the Operations Committee. The paper concentrated on the following priorities;

  • Design, develop and implement standard business processes and protocols throughout Practice.
  • Common Business software applications and Client databases.
  • Introduction of project management processes including demonstrated delivery of project benefits.
  • Introduction of a Practice Website, which online purchase capability.
  • Rationalisation of IT Suppliers and contracts with a focus on greater use of economies of scale.

All recommendations were agreed and a further contract was arranged to manage the implementation of the above tasks, which were established as a series of projects. These projects required careful management in an immature project environment, which was achieved due to excellent communication skills, tactful but strong relationship building and enthusiastic (motivational) leadership of the Project teams.


Managing the delivery of the following Projects in a Service Delivery environment;

  • Three diverse IT Departments were brought together applying standards and procedures.
  • Audit and Security Issues were examined and rectified.
  • Critical Millennium Projects were started and completed in 1998.

The Department was devoid of any strategy, planning or procedures on arrival but was developed into a stable Unit providing good service to its Customers despite a difficult working environment.


"I found Jason to be a very effective Programme Manager. His infectious positive attitude was much needed on the programme and he managed to turn around a very hostile project internally within AXA into a piece of work that the team felt valued on and could deliver to. I would highly recommend Jason to potential clients and I will look forward to working with him again if the opportunity arises."
Dominic Norman 

"Jason is a charismatic, energetic leader who motivates everyone around him. He has a great depth of knowledge but more importantly knows how to practically implement ideas suited to an organisation. Provided excellent support.."
Darren Robbins 

"Jason is an excellent individual who can carry out a whole range of different roles from Project Management, Programme Management, Infrastructure Management and Interim Management operating at Board level. Communication, analytical skills and problem solving skills are all excellent. Jason has worked for me on a whole range of different assignments for over 20 years and I would have no hesitation in employing him again or recommending him for a variety of different roles"
Nigel Freeth 

"Jason was one of my senior points of contact at Virgin Mobile. He is a highly respected and capable senior consultant."
Rob Holden 

"Jason is a straight talking, thorough and results oriented Programme Manager. He is a great team motivator, team leader and has been a pleasure to work for. I wouldn't hesitate in recommending Jason as a strong Programme Manager, not only will he get the result, but he will make it fun whilst you battle through!"
Helen Conner