Transforming Performance Management at Acaster Lloyd

Client Profile

Acaster Lloyd is a growing professional services firm offering financial advisory and consultancy services to a wide client base across the UK. With a reputation for high standards and client-focused delivery, the company prides itself on fostering a culture of excellence and accountability. As the business expanded, it recognised the need to strengthen internal processes to ensure continued performance and employee development across all levels.

Challenge

Acaster Lloyd’s existing performance review process was inconsistently applied across teams and not felt to accurately represent performance that had happened. This inconsistency led to confusion among staff about expectations, limited development conversations, and missed opportunities for recognising and improving performance.

Leaders recognised that a more structured and meaningful approach to performance management was needed — one that supported regular, quality conversations, aligned with the firm’s values, and provided clear development pathways for employees. Importantly, any new system would need to be easy to use, scalable, and supported by both managers and staff.

The key challenge lay in designing a system that would work across departments, and in ensuring successful adoption through clear communication and training.

Solution

Rostrup partnered with Acaster Lloyd to lead a full-scale performance management transformation project. The solution had three key components:

• Designing the System – Working in collaboration with Chief Operating Officer, Rostrup designed a new annual appraisal process tailored to the firm’s culture and goals. This included new performance criteria, a structured appraisal template, and guidance for both managers and staff.
• Training for Managers – Interactive workshops were delivered to help managers understand the new system, develop skills in giving feedback, setting objectives, and conducting effective appraisal conversations.
• Staff Engagement – All employees attended sessions to introduce the new process, explain the rationale for the changes, and build confidence in how to prepare for and benefit from annual reviews.

Outcome

The new system was successfully implemented across Acaster Lloyd, with strong engagement from both managers and staff. The process introduced greater clarity, consistency, and fairness into performance reviews. Managers reported feeling more confident in holding structured, meaningful discussions, and employees welcomed the transparency and focus on personal development.

The project not only delivered a robust new system — it also helped embed a more performance-focused and feedback-rich culture, supporting individual growth and business success.

Developing Sales Excellence at Agriline

Client Profile

Agriline Products Ltd is one of the UK’s largest suppliers of vintage and classic tractor parts, serving customers across the UK and internationally. Based in Worcestershire, the business operates with a strong inbound sales team responsible for managing telephone enquiries, processing orders, and providing expert advice to customers. As a company with a loyal customer base and a technical product range, delivering a positive and effective customer experience is critical to Agriline’s success.

Challenge

Agriline’s inbound sales team is usually the first point of contact for customers. While the team is knowledgeable and customer-focused, they operated in a reactive way, largely responding to queries rather than leading conversations. There was an opportunity to enhance their commercial skills, particularly in areas such as rapport building, asking the right questions, closing sales, and upselling complementary products.

As the business grew, it became essential to ensure the team could handle increased call volumes with confidence, provide a consistently high-quality experience, and maximise sales opportunities.

Solution

Over a period of seven years, Rostrup has partnered with Agriline to deliver a customised sales training programme for the office-based inbound team. Delivered in Worcestershire, the programme focused on:

• Telephone Skills – Making a strong first impression and managing calls professionally
• Building Rapport – Creating trust and a positive tone early in the conversation
• Asking Great Questions – Understanding customer needs and uncovering new opportunities
• Handling Objections – Responding confidently and constructively to concerns
• Closing the Sale – Knowing when and how to secure commitment
• Upselling – Identifying relevant add-on products to increase order value

The sessions were highly interactive and practical, with real-call scenarios and coaching embedded throughout.

Outcome

Thanks to the programme, Agriline’s inbound sales team grew in confidence, capability, and commercial awareness. The training helped embed a more proactive sales culture, resulting in increased average order values, and stronger customer relationships. The long-term partnership with Rostrup supported the ongoing development of the team and played a key role in sustaining Agriline’s commercial growth.

Pioneers Programme – Developing BT’s First Line Leaders

Client Profile

BT Group, a global telecommunications company, delivers essential connectivity to millions of customers across the UK and worldwide. Openreach, a key division of BT, is responsible for building and maintaining the UK’s digital network. With a workforce of thousands operating in a fast-paced, customer-facing environment, leadership capability at the front line is critical to delivering operational excellence and high service standards.

Challenge

BT identified a pressing need to invest in the development of its First Line Leaders (FLLs) — the individuals who manage teams on the ground and play a critical role in day-to-day performance, employee engagement, and service delivery. Many of these leaders had progressed through operational roles and had not received formal leadership training. As the business faced increasing customer expectations and digital transformation, there was a need to strengthen the leadership mindset and practical skills of this group.

BT’s ambition was to create a high-impact, scalable programme that would build leadership confidence, align behaviours with company values, and improve team performance — starting with BT Openreach.

Solution

Rostrup joined a cross-functional project team—including McKinsey and BT’s senior internal Learning & Development leaders—to co-create the business case for a new development initiative. This work laid the foundation for the Pioneers Programme, designed to support the personal and professional growth of First Line Leaders.

Rostrup played an integral role in the design and development of the programme, contributing learning architecture, leadership content, and facilitation expertise. The result was a 3-day residential offsite programme combining experiential learning, self-reflection, and practical tools that leaders could immediately apply back on the job.

Key themes included:

• Building a leadership mindset
• Leading through values and behaviours
• Developing communication and coaching skills
• Managing performance and giving feedback
• Creating accountability and ownership within teams

Rostrup was also a core facilitator during the pilot deliveries, working closely with participants and internal stakeholders to gather feedback and iterate the content. Following successful pilot sessions, Rostrup supported the full-scale rollout of the programme to over 200 Openreach managers across the UK.

Outcome

The Pioneers Programme was met with outstanding feedback from participants and the business alike. First Line Leaders reported feeling more confident, capable, and empowered in their roles. Managers described a shift in leadership approach — from reactive supervision to proactive, people-centred leadership.

The programme’s impact led to its further expansion across BT, including rollouts in other business units in the UK and internationally in Australia. It became a flagship example of how investing in front-line leadership capability can transform performance, culture, and employee engagement.

Rostrup’s partnership — from business case through to delivery — was pivotal in ensuring the success, scalability, and sustainability of the initiative.

A Decade of Leadership Development at Distilled

Client Profile

Distilled is one of Ireland’s leading digital media companies, based in Dublin, and best known for its portfolio of popular online marketplaces including Daft.ie, DoneDeal.ie, and Adverts.ie. With a fast-paced, innovative culture and a strong focus on people and performance, Distilled is committed to nurturing talent and building leadership capability at every level of the organisation.

Recognising that strong people management is essential to scaling sustainably, Distilled has invested consistently in leadership development. For over 10 years, Rostrup has been a trusted partner in supporting the growth and capability of Distilled’s people managers and wider teams.

Challenge

As the business has scaled so too have the demands placed on its managers. Many were high-performing individual contributors promoted into leadership roles, often without prior experience in people management. There was a clear need to equip managers with the skills and mindset needed to lead confidently and consistently in a dynamic, tech-driven environment.

Additionally, as Distilled matured and brought different businesses together, the company aimed to develop a cohesive management culture — one rooted in strong communication, emotional intelligence, and performance accountability. There was also a need for regular learning touchpoints to maintain momentum and respond to changing organisational priorities such as goal setting, giving feedback, and managing change.

Solutions

Over the course of a decade-long partnership, Rostrup has designed and delivered a comprehensive suite of development solutions, tailored to meet Distilled’s evolving leadership needs:

• People Manager Academies – Two full-cycle People Manager Academy programmes were developed and delivered to support both new and more experienced managers. These programmes focused on core leadership skills including performance management, coaching, emotional intelligence, goal setting, feedback, and leading change. The content was practical, relevant, and built around Distilled’s values and real-world scenarios.
• 1:1 Coaching – A series of coaching assignments have supported individual leaders with personalised development goals. These ranged from transitioning into new leadership roles, to improving team dynamics, communication style, and strategic thinking.
• Quarterly Management Forums – To sustain development and foster shared learning, Rostrup facilitates quarterly Management Forums, providing space for reflection, learning new tools, and discussing live leadership challenges.
• Topical Workshops – In response to organisational needs, Rostrup delivers a range of topic-specific training sessions to staff and managers alike. These have included sessions on emotional intelligence, feedback conversations, goal setting, and navigating change, helping to build a shared language and leadership toolkit across the business.

Outcome

The long-standing partnership between Distilled and Rostrup has had a transformational impact on the company’s management capability. Managers now operate with greater confidence, consistency, and emotional intelligence, contributing to stronger team performance and a more cohesive leadership culture.

The People Manager Academies have created a strong pipeline of capable leaders, while the coaching and forums have embedded continuous learning into the leadership journey. The wider team has benefitted from targeted training that reinforces the organisation’s values and people-first approach.

Rostrup’s tailored and responsive support has helped Distilled maintain a high-performing, human-centred culture — supporting its ongoing success as one of Ireland’s leading digital businesses.

Enhancing Legal Recruitment at Eversheds through Psychometric Assessment

Challenge

As one of the world’s leading law firms, Eversheds consistently aims to recruit top-tier legal talent across a wide range of specialist areas, including litigation, property, and employment law. With increasing competition for qualified solicitors and the growing complexity of client needs, it became essential not only to assess technical excellence but also to identify candidates who demonstrated strong cognitive ability, team alignment, and long-term potential within the firm’s culture.

Traditional interview processes, while thorough, were often focused heavily on experience and legal knowledge, making it harder to consistently assess softer skills such as problem-solving, adaptability, and interpersonal dynamics. This was particularly challenging when recruiting into roles requiring nuanced communication and collaboration across cross-functional teams.

Eversheds recognised the need to bring greater objectivity and insight into their selection process, supporting interview panels with deeper candidate understanding and ensuring recruitment decisions were based on both potential and proven capability.

Solution

To support this objective, Rostrup partnered with Eversheds to integrate psychometric testing into the external recruitment process for qualified solicitors. The approach combined personality profiling with aptitude testing to provide a rounded picture of each candidate’s suitability for the role.

Candidates were assessed using industry-standard tools that measured verbal and numerical reasoning, along with personality traits relevant to legal roles—such as attention to detail, resilience, critical thinking, and collaboration.

Once assessments were completed, Rostrup analysed the results and produced tailored insights for each applicant. These were then used to brief the interview panels, highlighting strengths and areas for further exploration during interviews. This allowed panels to ask more targeted questions, uncover potential development areas, and gain clarity on cultural fit and team dynamics.

Outcome

The integration of psychometric testing led to a more informed, efficient, and consistent recruitment process. Interview panels reported feeling more confident in their assessments and found the briefings invaluable in structuring interviews and reducing unconscious bias.

Candidates selected through this process demonstrated strong alignment with both the technical and behavioural expectations of the firm. In particular, those who scored highly in both cognitive and personality measures transitioned smoothly into their roles, showing early signs of strong performance and integration.

For Eversheds, the partnership with Rostrup strengthened their talent acquisition strategy and laid the groundwork for more predictive hiring decisions across the business.

Online Leadership Development for FIA Senior Managers

Client Profile

FIA’s mission is to support open, transparent and competitive markets, protect and enhance the integrity of the financial system, and promote high standards of professional conduct. With a strong technical and compliance-driven focus, FIA’s leadership also recognised the importance of investing in people management and leadership capability at all levels of the organisation.

Challenge

FIA identified a need to provide targeted leadership development support for two Senior Managers who were transitioning into more strategic leadership roles. While both were technically excellent and highly committed, they were facing challenges in managing and developing their teams effectively. Specific areas for development included leading with authenticity, handling difficult conversations, and fostering collaborative, values-driven teams. As senior leaders, they needed practical tools to enhance their personal impact and leadership confidence, particularly in virtual and hybrid work settings.

Solution

Rostrup designed and delivered a bespoke 2-day online leadership training programme, tailored to the needs of the two participants. The programme was highly interactive and focused on five core themes:

• Authenticity in Leadership
• Coaching Skills
• Values-Based Leadership
• Handling Tough Conversations
• Building Effective Teams

Sessions were delivered via video conferencing, using real-life scenarios, role play, and reflective exercises to ensure high engagement and relevance.

Outcome

Both leaders reported a significant increase in self-awareness, confidence, and practical leadership skills. They felt better equipped to lead with clarity and compassion, address performance issues constructively, and build stronger, more values-aligned teams.

Strengthening Leadership Capability at GSK Ware

Client Profile

GSK (GlaxoSmithKline) is one of the world’s leading pharmaceutical and healthcare companies, with a commitment to innovation, science, and improving health outcomes globally. The Ware production site in Hertfordshire is a key manufacturing hub, responsible for the production of critical medicines and treatments.

The site’s success depends not only on operational excellence but also on strong, resilient leadership at the local level. GSK recognised the importance of developing its people managers to foster high-performing teams, enhance collaboration, and ensure a culture of continuous improvement and safety.

Challenge

At the Ware site, a small but pivotal management team of eight was facing several challenges. As the production environment became more demanding, the team needed to enhance its approach to performance management, conflict resolution, and communication to ensure consistent leadership.

There was also a broader desire to build authentic leadership behaviours, encourage open feedback, and create a stronger sense of psychological safety and accountability within their teams. Leaders needed the tools and confidence to coach effectively, manage difficult conversations, and model the culture they wanted to embed.

Solution

Rostrup designed and delivered a tailored, in-person 4-module management development programme, specifically for the Ware management team. Each module was highly practical, with exercises and discussions anchored in the real day-to-day challenges of leading in a production environment. Key topics included:

• Conflict Resolution – Tools and techniques for managing tension constructively and proactively
• Performance Management – Setting clear expectations, accountability, and support
• Authenticity & Feedback – Leading with integrity and holding honest, growth-focused conversations
• Coaching & Psychological Safety – Creating an environment where team members feel safe, heard, and empowered

The sessions were spaced out over six months to allow for application between modules and included peer reflection and action planning.

Outcome

The programme significantly enhanced the leadership cohesion and capability of the Ware management team. Managers reported greater confidence in tackling performance issues, resolving conflict, and coaching team members effectively. The focus on authenticity and psychological safety led to stronger team relationships and a more open, trusting environment.

Crucially, the training helped shift the team’s mindset from reactive problem-solving to proactive people leadership, setting a strong foundation for sustained cultural and operational improvements at the site.

Senior Leader Evaluation at GoCardless

Client Profile

GoCardless is a leading global payments platform, headquartered in London, specialising in recurring and account-to-account payments. With rapid international expansion and a dynamic tech-driven culture, GoCardless places high importance on effective leadership to drive innovation, collaboration, and sustainable growth. As the business has scaled, the executive team has focused on ensuring that senior leaders are fully aligned with the company’s strategic direction and values.

Challenge

The CEO of GoCardless had concerns about the effectiveness and leadership impact of a senior executive within the organisation. While technically strong, there were signals of misalignment, cultural friction, and concerns about the individual’s ability to lead their function in line with company values. To support a fair and thorough assessment, GoCardless engaged Rostrup to conduct an independent evaluation of the senior executive’s leadership effectiveness and team impact. The goal was to provide the CEO with objective insights and clear recommendations on next steps.

Solution

Rostrup led a focused consulting assignment involving a structured evaluation process:

• One-to-one interviews were conducted with a range of colleagues, including direct reports, peers, and senior stakeholders.
• The senior executive was also interviewed to gather self-perception, intentions, and leadership context.
• Themes explored included leadership style, communication, strategic contribution, collaboration, and cultural alignment.

All data was synthesised into a detailed report for the CEO, providing an analysis of strengths and development areas, alongside a set of evidence-based recommendations.

Outcome

The findings confirmed a significant misalignment between the senior executive’s leadership approach and the expectations of GoCardless’s culture and strategy. Despite technical strengths, the lack of collaborative impact and behavioural misfit posed long-term risks to team performance and leadership cohesion.

As a result of the review, the decision was made not to retain the executive. The process gave the CEO clarity and confidence in taking a difficult but necessary decision, and reinforced the company’s commitment to strong, values-led leadership.

Google – New Manager Flagship Programme

Challenge:

Google faced the challenge of employees being asked to move into managerial roles before they had received any preparation for their new responsibilities. New managers often struggled with shifting to a management mindset, effective communication, team and individual development, and performance management. Many were experiencing difficulties with delegation, decision-making, and setting expectations for their teams. Some new managers felt overwhelmed and lacked confidence in their new responsibilities, which affected their own performance.

Solution:

To address this challenge, the New Manager Flagship programme was created. Once developed and rolled out, the programme evolved from a multi module event across 6 months to a more intense immersive experience over 3 days, designed to equip new managers with essential leadership skills, practical tools, and strategies to excel in their roles. The training covered the following key areas:

• Leadership Mindset: Understanding different leadership styles, building confidence, and fostering a positive work culture.
• Effective Communication: Enhancing active listening, crafting and delivering feedback, and conducting difficult conversations.
• Team and Individual Development: Learning coaching skills and techniques, recognising the value of, and a process for, delegation, and strategies for motivating employees.
• Emotional Intelligence: Developing the awareness and skills to interact effectively at all levels and build exceptional working relationships.
• Performance Management: Setting clear expectations, conducting performance conversations, and handling underperformance effectively.

The course used a combination of interactive workshop sessions, real-life case studies, role-playing exercises, and group discussions. Rostrup led the learning sessions that encouraged practical application and knowledge retention. Participants also received resource materials and access to coaching for ongoing support.

Outcome:

The New Manager Flagship programme significantly improved participants’ confidence and competence in their managerial roles. Key outcomes included:

• Enhanced Leadership Abilities: Participants demonstrated stronger leadership skills, leading to improved team engagement and morale.
• Improved Communication: Managers developed the ability to communicate effectively, reducing misunderstandings and fostering an even better collaborative work environment.
• Higher Productivity: Teams led by trained managers showed increased efficiency and goal achievement.
• Stronger Decision-Making Skills: Managers became more strategic in problem-solving and decision-making, leading to better business outcomes.

Feedback from participants indicated a positive shift in management capability. The course was deemed highly effective in preparing new managers for leadership challenges, reinforcing the need for continuous learning and development in managerial roles. As a result, the organisation committed to making this training an integral part of its leadership development strategy with over 300 participants across 9 programmes per year, for 9 years.

Driving High-Performance Teamwork at Konecta

Challenge

As Konecta continues to grow as a leading provider of customer experience and outsourcing services across Europe, the need for strong collaboration across teams has never been greater. For a Vienna offsite, leadership identified key challenges in how teams worked together — particularly around cross-functional collaboration, mutual support, and fostering a sense of shared accountability.

While individual performance remained strong, there was a growing need to shift toward a more interdependent, high-performance culture where teams could operate with greater cohesion, trust, and strategic alignment. Konecta sought a team-building experience that went beyond the traditional “away day” — one that would offer practical insights and build lasting behavioural change.

Solution

To meet this need, a bespoke team-building event was designed and delivered by Rostrup for a group of 30 employees in Vienna. The experience combined accessible theoretical content with engaging, real-world application to deepen understanding and embed learning.

The event kicked off with interactive sessions introducing the principles of effective collaboration, psychological safety, and team interdependence, using frameworks from high-performing team research. These ideas were made practical and relatable through real-world examples and facilitated discussion.

Participants then applied these concepts in a business simulation activity, designed to mirror the pressures and dynamics of a real work environment. Teams were challenged to collaborate under time pressure, share information effectively, and rely on one another to achieve success — mirroring the demands of their roles at Konecta.

Outcome

Participants reported improved understanding of each other’s working styles, a greater appreciation for cross-team dependency, and a renewed sense of collective ownership. Post-event feedback showed increased motivation, stronger communication, and a clear commitment to building a high-performance culture.

Developing Future Team Leaders at Mylands

Client Overview

Mylands is a family-owned paint manufacturer based in London, known for its high-quality, handcrafted paints and finishes. With a heritage spanning over 135 years, the business combines tradition with innovation, maintaining a strong commitment to craftsmanship and excellence.

Challenge

As part of a broader succession planning initiative, Mylands’ Manufacturing Manager identified the need to develop leadership capability within the factory team. With long-term growth and operational continuity in mind, he aimed to upskill two high-potential factory operatives to prepare them for future team leadership roles.

However, this development needed to take place without causing disruption to the company’s tight production schedules. The challenge was to deliver meaningful leadership training that was both time-efficient and tailored to the practical realities of a busy manufacturing environment.

Solution

Rostrup designed and delivered a focused, two-day in-person training programme, tailored specifically to the needs of the two aspiring team leaders. The content was developed in close collaboration with the Manufacturing Manager to ensure it was relevant, accessible, and aligned with the day-to-day challenges faced in the factory.

The training was highly interactive and experiential, focusing on the foundations of effective supervision. Key topics included:

• Understanding the transition from peer to leader
• Communicating clearly and assertively
• Delegating tasks and managing time effectively
• Motivating and supporting team members
• Problem-solving on the factory floor
• Giving feedback and managing conflict constructively

The small group setting allowed for individual coaching, discussion, and real-time practice, giving both participants the opportunity to build confidence in a supportive environment.

Outcome

The programme was delivered successfully with zero disruption to production operations. Within four months of completing the training, both participants had stepped into team-leading responsibilities, supporting the Manufacturing Manager and guiding small groups within the factory.

This outcome not only demonstrated the immediate effectiveness of the training but also showcased clear career progression opportunities within the manufacturing team. Their advancement helped to reinforce a culture of development and internal promotion.

Furthermore, the presence of trained team leaders enabled new production processes to be introduced more efficiently, contributing to improved operational performance and enhanced team collaboration.

Through a targeted, practical training programme, Mylands successfully prepared two operatives for leadership — supporting succession planning and driving cultural growth on the factory floor. The initiative demonstrated how even small-scale leadership development can have a powerful and lasting impact in a manufacturing environment.

Developing Authentic Leadership at Pennon / South West Water

Client Profile

South West Water, part of the Pennon Group, is a leading UK water services provider, delivering clean and wastewater services to homes and businesses across the South West of England. With a strong regional presence and a commitment to sustainability, South West Water plays a vital role in both community wellbeing and environmental stewardship. The organisation employs a diverse workforce and recognises that strong, values-driven leadership is essential to delivering exceptional service and maintaining trust with customers and stakeholders alike.

Challenge

As the business continued to operate in a rapidly changing regulatory and environmental landscape, South West Water identified the need to invest in the leadership capability of its management population. Many managers had grown within the business and brought a wealth of operational expertise, but there was a clear opportunity to enhance their people leadership skills to align with the organisation’s values and future vision.

The challenge was to deliver a scalable, in-person management development programme for over 300 managers across a wide geographic area in the South West. The programme needed to be practical, engaging, and consistent, while helping managers lead with authenticity, give and receive effective feedback, manage performance confidently, and embed values-driven leadership behaviours.

Solution

Rostrup designed and delivered a bespoke management development programme and rolled it out to 300 managers, in person, across multiple South West locations. The one day programme was structured around four core leadership themes:

• Authenticity – Helping managers understand their own leadership style and lead with integrity
• Values-Driven Leadership – Aligning day-to-day behaviours with South West Water’s core values and long-term purpose
• Performance Management – Equipping managers to set clear expectations, hold people accountable, and support development
• Effective Feedback – Building skills to hold honest, constructive conversations that promote growth

The programme was highly interactive, using real-life scenarios, peer discussion, and reflection exercises to embed learning and build leadership confidence.

Outcome

The programme created a step change in leadership approach across the organisation. Managers reported feeling more confident in their ability to manage performance, lead conversations with empathy, and model the organisation’s values. The shared language and tools introduced by the programme strengthened leadership consistency and helped foster a more cohesive, accountable, and values-aligned culture across South West Water. It also reinforced the company’s commitment to investing in its people—laying a strong foundation for future leadership growth.

Speechmatics: Leadership Development

Challenge

Speechmatics, the fast-growing Cambridge based tech organisation identified leadership development opportunities on the back of its expansion and some challenging market conditions. Some newly promoted managers lacked formal leadership training, leading to inconsistent team management, communication gaps, and difficulties in decision-making compared to their more experienced colleagues. There was a lack of clarity in some role expectations, and engagement feedback suggested concerns about consistent leadership effectiveness. As the company scaled, the absence of a more structured leadership approach risked impacting innovation, collaboration, and overall performance.

Solution

To address these challenges, Rostrup designed a bespoke Leadership Development programme focused on equipping managers with leadership skills. The course blended interactive workshop sessions, case studies, and real-world simulations specific to the tech industry. Topics covered included strategic decision-making, emotional intelligence, conflict resolution, and agile leadership principles. Participants engaged in peer learning, scenario-based exercises, and one-on-one coaching sessions. The training also incorporated frameworks to enhance leadership capabilities, aligning with the company’s innovative culture.

Outcome

The Leadership Development course resulted in an improvement in leadership capability. Post-programme assessments showed an increase in confidence in managing teams and making strategic decisions. Employee feedback reported clearer communication and enhanced collaboration. Managers reported feeling more equipped to navigate change, motivate teams, and drive innovation. By embedding leadership best practices into daily operations, Speechmatics strengthened its leadership pipeline, ensuring sustainable growth and a positive work culture.

The initiative positioned the company for long-term success, reinforcing a leadership mindset that supports both people and performance in a dynamic environment.

Enhancing Leadership Collaboration and Organisational Culture at Thriva

Client Overview

Thriva is a fast-growing HealthTech company based in London, focused on helping individuals take control of their health through innovative, data-driven diagnostics and personalised healthcare insights. As a mission-driven business operating in a dynamic, evolving sector, Thriva places a strong emphasis on culture, collaboration, and leadership alignment.

Challenge

As Thriva has scaled, its Senior Leadership Team (SLT) has recognised the importance of strengthening internal collaboration and ensuring the leadership group is aligned both in working style and cultural vision. While the team is high-performing and united around the company mission, there is a desire to better understand individual working styles, communication preferences, and leadership approaches.

The goal was to surface both strengths and development areas across the team to support more effective collaboration, improve strategic decision-making, and encourage greater appreciation of diverse leadership contributions. Additionally, the SLT wanted to take an intentional step toward defining Thriva’s organisational culture and how it should be presented publicly to strengthen its employer brand and reputation.

Solution

Rostrup partnered with Thriva to design and deliver a half-day workshop focused on leadership self-awareness and cultural definition. In advance of the session, each SLT member completed a self-assessment personality profiling tool, generating individual reports that outlined their unique strengths, communication styles, and leadership traits.

During the workshop, Rostrup facilitated a highly interactive session exploring how individual styles influenced team dynamics, decision-making, change readiness, and communication. Insights were shared openly, helping the team understand how to better leverage one another’s strengths and adjust their interactions for greater impact.

The second half of the session focused on culture mapping. Through guided group activities, the SLT identified the core characteristics, values, and behaviours that defined the Thriva culture. These insights were consolidated into a working culture statement to serve as a foundation for future employer brand messaging and internal alignment.

Outcome

The session generated openness and authenticity. The SLT embraced the opportunity to reflect, challenge assumptions, and deepen their understanding of one another. This increased mutual respect, reinforced trusting relationships, and created clarity on how each member could contribute uniquely to team effectiveness.

The culture work also gained significant traction. The initial statement formed during the session became the starting point for a wider organisational initiative to refine and embed Thriva’s cultural identity, both internally and externally.

Virgin Media – Leading the Revolution

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.