We work customer-side, bringing independence and genuine advice with your best interest in mind
Enabling British Airways to deliver enhanced customer service as they build back to becoming the World’s Favourite Airline
We helped British Airways (BA) to recover and deliver a significant global strategic programme of change to deliver effective and enhanced customer service, and reduced costs through improving employee experience. Working with the Director of Customer Care, we delivered four Global Engagement Centres, from building sites to fully fitted, connected offices, fit for modern ways of working which enable BA staff to provide a world-class customer service. Additionally, Project One has left behind the internal team with higher levels of performance in the delivery of transformation initiatives, along with collateral and approaches in planning, risk management, financial control, stakeholder engagement, governance, and team leadership.
“Project One has really helped us to embed better project and programme managment capabilities within the team, enabling us to deliver for our customers, for our colleagues and for the business.
They are professional, highly skilled outcome-focused, and they integrated really well with my team.”
Customer care Director of British Airways
Protecting our health professionals by improving PPE supply
COVID was the single biggest challenge our health service has faced in this generation. Protecting the NHS teams, ensuring a continued supply of vital PPE and ICU consumables, was at the heart of our work with the NHS Supply Chain, incrementally serving healthcare across the country. Simplifying and reintegrating the demand planning, procurement, warehousing and supply of PPE for all NHS people saw significant improvement following our partnership. Our continued work meant they had a new, larger warehouse solution to better assist its customers, and act as a national distribution service. We improved core systems across the whole business with greater flexibility on which to build capability, improve efficiency, reduce costs, and better respond to customer needs and changing priorities. In addition, creating access to a larger technical resource pool to develop and enhance its service and respond to the Trusts’ evolving needs.
“We couldn’t have managed without Project One, you kept us on the straight and narrow in the chaotic times and always with a smile on your face and a postive attitude.
Project One supported our team at a time where we all needed it, so I thank you and wish you all the best for the future.”
CIO of NHS Supply Chain
Co-ordinating a reliable COVID-19 Pandemic response
Working within Central Government, we are extremely proud of the role we played in the fight against the unprecedented pandemic that impacted all our lives. We helped to build capability and capacity across the three divisions of the NHS Test and Trace service; Test, Trace and Contain, in parallel to NHS Supply Chain’s PPE, ICU and vaccinations supply chain. The focus was on ensuring the service had: end-to-end data integrity; a coherent user journey; reduced test cycle times to fast track isolation of potential cases and ability for mass testing to be scaled. In parallel, the vaccination supply chains were established and served both healthcare professionals and Nightingale Hospitals nationwide. Our three-and-a-half-year involvement across 28 workstreams with DHSC during the most testing of circumstances, has run through to the creation of the new UKHSA, replacing Public Health England.
“We had some great people from Project One who did brilliant work, and we enjoyed working with your excellent team. The Senior Leadership Team at the new UKHSA have valued you very highly, you’ve done a brilliant job and will be missed.
Thank you so much, we very much hope that our paths cross again.”
COO of DHSC, Test and Trace
Building a ‘Digital First’ approach
Following the acquisition of a competitor, we completed a strategic review of the Telenet core IT platforms, including the critical CRM (customer servicing) and BSS (system of record, customer billing) systems. The aim was to develop an approach to consolidate the key IT systems onto a single platform to serve both customer bases. The vision developed was to design and build a platform that would realise a clear ‘Digital First’ strategy to increase digitisation for customers. Driving real and tangible simplification was also at the heart of the thinking e.g. less development, more configuration, and empowering people to be able to drive faster change. The programme developed three major systems; integrated them into the remaining operational systems, delivering a comprehensive digital transformation of the Telenet business, optimising operations, enabling customers to self-serve, and driving Business sales. “Having a number of Project One individuals across several programmes in the business creates a community of excellence. They’re all of a certain standard of capability, and can draw on that knowledge beyond just the programme they’re working on. When you have a lot of moving parts of change happening simultaneously in an organisation as we have, it is really helpful
knowing we don’t have to stitch together all those conversations, and they will connect with each other - we can have the expectation that will happen automatically.”
CIO of Telenet
Increasing banking choice for small businesses
Working with Metro Bank, we helped to provide Small and Medium Enterprise (SME) businesses with more choice for their banking services. We transformed Metro Bank’s digital and in-branch capabilities, which offered market-leading, customer-focused neighbourhood banking alternative to the traditional ‘big four banks’ and improved competition in the SME banking sector.
“We’ve got a long history of working with Project One on many tricky programmes. They bring really experienced resource that hit the ground running, they can deal with ambiguity, get to the solutions fast and work across a wide set of steakholders. I’ve nothing but the utmost respect for Project One. I’ve had collegues from Project One in our boardroom and it’s not everybody I would let in. It’s a reflection on the trust both I and the organisation have placed on some of the expertise that they’ve brought to bear. Project One are what I would call grown-ups and actually that really helps immensely in getting up to speed quickly, building credibility and all of those things things just make my job easier.”
Programme Lead of Metro Bank
Supporting a Full Fibre rollout
We supported Virgin Media in upgrading their fixed line network from Hybrid Fibre Coax (HFC) to a Full Fibre to Premises (FFTP) network using the latest XGS-PON technology. The network was then capable of delivering symmetrical 10Gbps download and upload speeds and beyond, with the upgrade plan covering 14.3 million cable premises. Project One led all Operational Planning aspects of the delivery, enabling Virgin Media to successfully achieve their delivery ‘homes passed’ targets for six straight calendar quarters in a row. The plans developed by our team defined, all design and build activities (cabinet build, microducting, fibre blowing) providing targets and direction to not only in-house engineering, procurement and technical teams but to five build partners and two design partners. “Project One has been impressive with your exceptional skills, dedication, and expertise in project management, consistently demonstrating the ability to effectively create and deliver complex project plans within demanding timelines. You possess and exceptional talent for coordinating cross- functional teams, fostering effective communication, and providing training and support, as well a your never-ending patience in approach that has seen you consistently deliver exceptional results.”
Infrastructure Engineering and Delivery Director of Virgin Media
Leadership capability development and succession planning
We helped the leaders of a rapidly growing solar company to transform themselves from a group of highly talented entrepreneurs into a cohesive team, aligned around leading the business towards achievement of the highly ambitious strategic vision and goals. We also provided robust data-based insight and developed succession plans for leaders of the future. We played a key part in supporting the rapid growth in renewable energy production which is fundamentally important for the future of our planet.
“My experience is that Project One has deeper experience than other consultancies, a team that has a wide skillset to support us to grow.
They’re giving us the tools and the toolbelt to grow.”
CEO of Elgin Energy
Proposing an insight-led operating model to sustain Team GB’s competitive advantage
We supported UK Sports Institute and UK Sport to agree a digital transformation strategy and roadmap to realise the potential of data-driven insight to improve athlete performance. Whether that’s at the gym, what they eat, how they train, who gets selected, the pre-competition strategy or in-game tactical decisions. It’s about winning, winning well and sustaining Team GB’s competitive advantage into the Los Angeles Olympics and into the future.
“It was a special experience to work alongside the talented athlete performance data team at the UK Sports Institute. Delivering the digital transformation strategy will play a key part in helping the institute with their mission to deliver outstanding support that enables sports and athletes to excel.”
The Project One Team
Driving culture change through a digital transformation
As a trading charity supporting 800+ individuals with learning disabilities and mental health conditions, Alternative Futures Group (AFG) currently operates in the North-West but has ambitious plans to expand nationwide. Their mission is to deliver outstanding, personalised support that creates independence and value. This is where Project One fits in. Our team are actively involved in designing their Culture Change Programme and roadmap, which is one of the five pillars of their growth strategy over the next three years. Additionally, their digital strategy is another essential pillar, both of which necessitate robust Change Management support. We are focused on how we can best assist in delivering these transformative initiatives to underpin their nationwide growth. “Your approach empowers organisations to embrace change and gain a competitive advantage, making them the perfect partners for AFG as we evolve and grow. Thank you to the entire Project One team for your guidance. We are excited about what lies ahead as we continue to cultivate a culture that allows our people to thrive and our organisation to succeed.”
Director of Alternative Futures Group
Working to urgent timelines to ship COVID vaccines quickly
We have worked with AstraZeneca for over 10 years. Part of this work has been to enable them to quickly and easily maintain quality master data. This improved transactional process success rates and laid the foundations for their broader SAP S/4HANA transformation programme. We helped to ensure that AstraZeneca had the right tools and processes in place ensuring that new customers can be setup more quickly, ultimately helping to ensure patients receive their medicines on time. A highlight includes adding 1,500 customers to an urgent timeline to ship the COVID vaccine to 300,000 children in Spain.
“We couldn’t have delivered this without the unique blend of skills, ‘can-do’ attitude and pragmatism that Project One brings, thank you.”
Programme Director of AstraZeneca
The importance of Change Management during a post-merger integration
Texere was a founder-led medical publishing company for 10 years and have been acquired by the US publishing group Conexiant (previously Broadcast Med). It’s been an exciting and challenging assignment, assessing the optimum design for integrating the UK business into the US group, whilst transforming the culture and reversing the revenue trajectory. It has involved working closely with the US and UK leadership to develop a vision, strategic goals and complete a current state assessment across every lens of the operating model. We continue to work alongside the team to develop the business case and roadmap.
“Project One played a crucial role in providing clarity of vision, direction and purpose to Conexiant making significant progress in shifting the culture to one of accountability and customer centricity while at the same time driving practical steps on the transformational change roadmap. We have a long way to go but there’s now a clear destination and road ahead for everyone. The team took the time to get to understand us as a business and operate as an integrated part of the team.”
Senior Director of Conexiant
Redefining roles and optimising performance under the ‘One NDA’ structure
The Nuclear Decommissioning Authority (NDA) transitioned from a Parent Body Organisation model, where Operating Companies (OpCos) were managed by contract, to a subsidiary model under the ‘One NDA’ structure, requiring ongoing optimisation. The role of the Operations and Performance Improvement (O&PI) function in relation to OpCo assurance has evolved. Recent changes combined O&PI with assurance activities to form the new Assurance and Performance (A&P) function, which must embed its responsibilities and ensure smooth collaboration with OpCos and other NDA functions. Project One was tasked with reviewing the Operating Model and recommending solutions to improve group efficiency and performance within the context of the O&PI reorganisation.
“We worked with key staff from the NDA as a tight-knit team to create a new Operating Model and governance structure to strengthen the NDA’s assurance and performance capability, which has also improved collaboration with Sellafield, NRS, and NWS.”
The Project One Team
Helping a newly merged organisation select and procure a suitable ERP platform to support business growth
Sovereign Network Group (SNG) was a merger of two housing associations. Neither organisation had suitable or scaleable technology systems to support their finance and HR requirements in the new entity. They needed support to research the market in order to procure both a new ERP system and an SI partner. Our short project gave them greater clarity around their options, suitability and a more considered way forward. They needed to approach the procurement process and how they might procure effectively within the constraints of a public sector procurement framework based on their immediate and aggressive timelines for implementation due to the merger. This enabled the transformation programme leadership and team to engage properly with the board for approval on next steps and business case including commercials parameters.
“Our team made an immediate impact, to enable the programme team to present to the board a postive and pragmatic set of recommendations, to inform their decision making process for their choices of ERO systems.”
The Project One Team
Delivering a global business transformation to consolidate products, data and processes
We led a global transformation programme for this Global Metals and Recycling company. Based on the implementation of a new ERP solution, the business change programme focused on the transition from country level to single version global processes and standard from sales through operations and to finance and re-sale functions. Project One created and ran the programme delivery plan, managed the ERP vendor and setup agile working practices for requirements definition, development, test and delivery within the business.
“The team has been invaluable through this complex transformation and been collaborative and helpful while driving actions and accountability. We’re incredibly grateful for all their support and would definitely like to work with the Project One team again when the next project comes up.”
CFO of SIMS Metal Management
real change • real difference
enquiries@projectone.com projectone.com
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