Outcomes
The engagement produced an agreed transformation roadmap covering key initiatives across Key Account Management, proposition development, and capability building — with clear internal ownership and delivery accountability established from the outset. A dedicated internal transformation office was put in place to drive the programme forward, grounded in a deep understanding of customer needs and supported by a maturing operating model. The organisation emerged from the process energised and aligned — with a shared understanding of the challenge ahead and a genuine willingness to act.
Background
The ambition was clear, but the gap between aspiration and reality was significant. Within the Water sector — identified as a key target market — the business had little visibility of client needs beyond complex project delivery. There was no structured Consulting offer beyond design and engineering services, no articulated Technology proposition for the sector, and no dedicated capabilities in either Consulting or Technology to build from.
In short, the business had the engineering credibility and the strategic intent, but lacked the commercial infrastructure and customer insight needed to grow into the higher-value services it was targeting.
Curzon Approach
Curzon worked in close partnership with the client’s Water sector leadership and its wider Technology and Consulting organisation — bringing structure and external challenge to what needed to be an internally owned transformation. The centrepiece of our approach was a series of Executive Workshops, designed and facilitated by Curzon, that brought together key stakeholders to build alignment, surface best practices, and mobilise action.
The workshops were carefully sequenced to address the foundational building blocks of the growth ambition: developing a genuine understanding of Water sector client needs; taking stock of the group’s existing capabilities; shaping compelling Consulting and Technology value propositions; and constructing a credible marketing and sales narrative.
Rather than delivering a strategy and stepping back, Curzon focused on ensuring the organisation had the roadmap, the governance, and the momentum to carry the transformation forward itself — with internal delivery responsibilities clearly defined from day one.
