For many organizations, the challenges they face concern their relationship with their customers. This might be articulated in terms of customer service, brand, marketing/sales performance or even team-working/leadership. The key challenge in all cases is the same: how to put the customer at the core of all we do."

Hamish uses his both his practical line management lessons and his experience in applying these lessons to a wide range of industries, to challenge organisations and teams to think differently about the way they understand their customers and re-focus their activity and behaviors accordingly.

For many organizations, the challenges they face revolve around their desire for greater Innovation and/or the need to drive Change more effectively throughout the business. This might be articulated as “onnovation," “new ideas," "new thinking," "transformation," or even team-working/leadership.

Hamish uses his both his practical line management lessons and his experience in applying these lessons to a wide range of industries, to challenge organisations and teams to think differently about how they approach innovation/change and re-focus their activity and behaviors accordingly.

In recent years, Hamish has worked with a large number of leaders interested in both their own performance and how to inspire greater performance from their team.

Hamish has led some major businesses through tough turnaround and high growth situations (often where he was “the outsider”). He uses this experience and lessons learned from a wide range of industries and disciplines to challenge leaders to think differently about how they approach both leadership and performance and then to re-focus their activity and behaviors accordingly.

In recent years, Hamish has worked with a large number of “internal” customers interested in how they as a function (or as individuals), can play a greater role in influencing the “mainstream” business. Having previously played the role of customer for these functions (most recently as CEO), Hamish shares both lessons from his experiences and examples from recent work with internal functions in creating and implementing customer promises that deliver confidence from the rest of the business and a unified departmental approach.

Examples of recent customers include HR (Reed Elsevier, Cargotec); Legal Depts (Barclays, Legal and General); IT (Generali, Siemens); risk/compliance (various Banks); marketing (e-Bay, L’Oreal); purchasing and many others.
In all cases, the challenge facing the department was how to take a greater role in assisting with and influencing the “mainstream” business (and how to be better recognized as doing so!).

Hamish challenged these departments to think differently about the way they interact with the rest of the organization and provided examples and tools to help move forward.

In recent years, Hamish has worked with a large number of leaders interested in how they can create stronger competitive advantage both externally with customers and in the performance they inspire within their organisations.

Hamish has led some major businesses through tough turnaround and high growth situations. He uses this experience and lessons learned from a wide range of industries and disciplines to challenge leaders to think differently about how they approach both competitive advantage and performance and then to re-focus their activity and behaviors accordingly.

For many organizations, the challenges they face concern their relationship with their key customers and potential customers. This might be articulated in terms of Account Management, Sales, Pitching for business, Competitive tenders etc. The key challenge in all cases is the same:“how to ensure the (potential) customer believes that this is a conversation about his/her business success” rather than a presentation about what we do!

Hamish has worked with sales organizations from some of the worlds most well known brands (including Ernst and Young, RBS, SC Johnson, Microsoft and many others) to help their sales team change approach. Hamish uses his both his practical line management lessons and his experience in applying these lessons to a wide range of industries, to challenge organizations and teams to think differently about the way they approach “selling” situations and to re-focus their activity and behaviors accordingly.

In recent years, Hamish has worked with a large number of organizations interested in how they can achieve business excellence when the environment around them is subject to change (be that competitive, economic and/or structural change).

Hamish has led some major businesses through both tough turnaround and high growth situations. He uses this experience and lessons learned to challenge leaders to think differently about their approach. Key to this, is his belief in both (1) the need to re-focus management activity to place the customer firmly at the centre of all activity, and (2) the need to look for product and service inspiration by looking outside the current environment