Case Studies

Global Tech Rollout

How we brought an acquired team into Kent’s digital world without drowning them in tech-speak.

  • Following a major acquisition, the acquired team needed to move onto Kent’s technology ecosystem including our single source of truth, Oracle, and IT service desk processes. For employees, this meant changes to everyday essentials like expense submissions, email domains, and how they accessed support. It was a massive undertaking, with tight timelines, different working cultures, and two waves of implementation to manage. The biggest hurdles were the technical complexity, the unfamiliar jargon, and the fact that many people were already stretched with day-to-day work. Some were cautious or resistant, worried about losing tools they were comfortable with.

  • I worked closely with Technology and HR to translate dense, technical project updates into clear, human language that told people not just what was happening, but why. We staggered the rollout into two waves to avoid overwhelming the business and targeted training and support to those most affected first. Channels included company-wide updates for broad awareness, tailored instructions for impacted users, and champion-led Q&As in each location to surface and resolve local concerns. When things didn’t go smoothly such as delayed migrations or unexpected system quirks, we adapted the comms quickly, acknowledged the bumps, and reassured people about the fix.

  • Wave 1 wasn’t perfect, there were moments of frustration, plenty of questions, and a learning curve for both users and the project team. But adoption rates still met expectations, and feedback showed that breaking down the jargon and keeping people in the loop helped maintain trust. The experience also gave us a clear playbook for Wave 2, allowing us to improve timing, pre-empt issues, and offer even clearer guidance. By the end, the acquired team was fully integrated into Kent’s systems, with a stronger sense of connection to the wider business.

Boosting Compliance Training Completions

Transforming a legal requirement into a clear, relatable experience people actually understood and completed.

  • Compliance training is often met with groans. It’s necessary, but employees can see it as just another box to tick. We needed every single employee, across multiple countries and time zones, to complete the updated Code of Conduct Legal Training on time. The challenge wasn’t just scale. It was making sure people understood the why behind the training, despite competing priorities and the fact that it didn’t directly tie into most people’s daily work.

  • We ditched the “corporate chore” tone and reframed the training as part of protecting our people, our reputation, and how we do business. Communications went out in simple, straightforward language, with clear instructions on how to access and complete the course. We worked with managers to encourage completions at a team level and targeted follow-ups to lagging groups rather than spamming everyone with the same reminder. Deadlines were kept visible without being aggressive, and we made it clear that completion wasn’t just a tick box, it was a business expectation.

  • Not everyone rushed to do it early (no surprises there), but we achieved strong completion rates (95% in 3 weeks) without a last-minute panic. The approach meant fewer tech support issues, smoother tracking, and a better sense among employees of why the training mattered. The biggest win was reducing resistance by treating people like adults and respecting their time, we made compliance feel less like punishment and more like a shared responsibility.

Year-long Wellbeing Rhythm

From one-off wellness pushes to a rhythm employees looked forward to every quarter.

  • Wellbeing campaigns can easily feel like wallpaper: nice to look at, but quickly forgotten. We wanted to make wellbeing a steady drumbeat rather than a once-a-year event, but without overwhelming people or turning it into a “forced fun” exercise. The challenge was finding a pace and style that would keep interest high over the course of the year, and actually make a difference to people’s habits.

  • We introduced a quarterly rhythm, each with its own theme and tailored activities. This meant we could build anticipation for the next focus area while giving people space to engage in ways that suited them. The content was shared with local Wellbeing Champions and was a mix of practical tips, stories from colleagues, and small actions that felt achievable rather than intimidating. Campaigns were promoted through multiple channels: intranet features, email, and manager toolkits but each one was designed to be light-touch and easy to digest.

  • Quarterly pacing helped build anticipation and habit. By the end of the year, wellbeing felt less like a one-off event and more like part of the company’s rhythm. Engagement was steadier across the year rather than peaking once and fading away, and employees were more likely to try at least one new healthy habit each quarter. We also learned which topics resonated most, giving us better insight for the following year’s plan.

Global Townhalls

Why people across time zones make space for an hour that could easily have been “just another meeting.”

  • Our quarterly Global Townhalls needed to be more than just another livestream on people’s calendars. The goal was to create a truly engaging, useful, and inclusive session that reached every corner of our workforce, from office-based staff to site teams. Being fully virtual, we faced the challenge of keeping energy high across time zones, making the content relevant to a diverse audience, and ensuring people saw real value in attending rather than catching up later.

  • Planning starts weeks in advance. I work directly with leaders to surface what’s most important for employees to hear and what would make the session genuinely worth their time. New speakers get one-to-one coaching where needed, and we’re intentional about having diverse representation on screen. The format is kept tight: strategic updates from leaders, followed by a meaty and unfiltered Q&A where employees can ask what’s really on their minds.
    We promote the event early, with posters and QR codes to make it easy for people to access and block time in their diaries. Post-event, we don’t just drop a recording, we also share a written summary and a one-page manager toolkit so site supervisors can run short toolbox talks, making sure no one misses the key messages.

  • These townhalls have become our most engaged company-wide event, with the highest attendance rates across all communications channels. The mix of planning, coaching, and varied voices has kept content fresh and avoided the “same old” fatigue. By giving equal attention to both live attendees and those catching up later, we’ve built a culture where people make the time to listen in, ask questions, and trust that what’s discussed will be useful to their day-to-day work and the collective future.