Case Studies

Client Profile

Virgin Media, a leading provider of broadband, television, mobile and home phone services, was created from a major organisational transformation with the merger of three distinct companies under a new corporate structure. The objective was to unify these previously separate entities under a single, purpose-driven brand — one that would deliver exceptional customer experiences through cohesive leadership and a shared cultural identity.

Challenge

Bringing three established organisations together created both opportunity and complexity. While the merger opened the door to new capabilities and reach, it also posed significant challenges: differing leadership styles, legacy cultures, and inconsistent approaches to communication and performance management.

To ensure a smooth integration and create a genuinely unified leadership culture, Virgin Media recognised the need for a transformational leadership development programme. The goal was to align Team Leaders and Managers behind a new way of working — one grounded in transparency, honesty, collaboration, and a shared belief in the power of feedback to drive continuous improvement and growth.

This wasn’t about tweaking existing behaviours — it was about leading a revolution in how leaders thought, communicated, and supported their teams.

Solution

To support this transformation, Virgin Media launched the “Leading the Revolution” programme — a bold, experiential learning journey designed to shift mindsets and unify leadership behaviour across the business.

Rostrup was part of a specialist facilitation team, contributing to the delivery of this high-impact development experience. The programme was delivered to cohorts of 60 Managers at a time, who were divided into smaller groups to ensure a personal and highly interactive learning environment. The format was a 2.5-day residential programme, rolled out intensively over a three-month period, ensuring momentum and consistency across the newly formed leadership population.

Key elements of the programme included:

• Developing a team-first mindset to overcome siloed behaviours
• Building confidence in honest and transparent communication
• Using feedback as a catalyst for learning and growth
• Encouraging self-awareness and shared ownership of cultural change
• Creating emotional safety and openness among peers

Rostrup was part of the team that guided participants through challenging but necessary conversations, using a mix of theory, storytelling, peer coaching and practical exercises.

Outcome

The “Leading the Revolution” programme had a powerful and lasting impact on Virgin Media’s leadership community. Managers embraced the invitation to lead differently — becoming more open, self-aware, and committed to team development.

Participants reported a significant shift in communication norms, with feedback becoming more routine, constructive, and welcomed across teams. Many described the experience as “career-defining,” noting how the programme helped them lead with more authenticity, empathy, and purpose.

Crucially, the initiative laid the foundations for a shared leadership culture — one that reflected the new Virgin Media brand identity and empowered leaders to drive the next chapter of business growth.

Rostrup’s role in delivery helped ensure the programme was not only engaging but deeply meaningful — turning strategic ambitions into human, actionable change.