From Xander to FTSE 100 brand transformation.

Luke went from Xander to Programme Manager of a global brand transformation project.

Luke was placed with one of the UK's largest suppliers of technology software for small businesses, with more than six million customers worldwide.


His role as Programme Manager was to oversee a global brand transformation programme across multiple regions including Asia and Australia.

The Challenge

The client's challenges included:

  • Project Management support

With an internal project of this size and complexity, the client needed someone who could use project management tools to make sure the project was kept on track, within the scope identified and within budget.

  • Employee Resistance

Luke also needed to liaise with the Business Change departments in other regions to make sure the necessary changes were deployed and embraced by employees with the least resistance possible.

  • Internal and external communication

Luke was brought into plan, draft and coordinate logistics around internal communications and external agency communications. He was also responsible for strategising, planning, and deploying business change activities within the Global Brand Programme team.


The Solution

Luke was responsible for delivering the following tasks in the transformation programme.


Project management

Utilise crucial project management tools such as stakeholder maps, RAID analysis and project charters to draft a communications plan to address multiple stakeholder groups. 


Tackle regional issues

Identify possible risks to the deployment of the new brand which could be caused by different locations and cultures and design a plan to tackle regional issues.


Champion the change

Identify early adopters within the organisation and draft a detailed plan to get them on board as quickly as possible to champion the change within their groups and reduce resistance of others.

The Outcome

1. Effective Implementation

With the new brand transformation successfully implement, Luke has ensured it's part of the core operating methods and the changes have been embraced and part of the client's new identity. 

2. Business-As-Usual

The new brand was implemented across multiple regions, with all stakeholders including partners and clients using new elements of the brand for business-as-usual activities.

3. Improved Customer Experience

The client's customers were able to align their operating methods with the way the company has evolved into a software company, giving them increased confidence to develop their own business. 

"Luke was critical in completing key deliverables and helping us with embedding the brand into the next phase. It has been an absolute pleasure to work with Luke and I would like to thank him for his amazing work, time, and dedication."

Senior Project Manager

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