Outcomes
The redesign delivered projected annualised cost savings of £4.1 million, phased across three implementation stages, with immediate savings of £0.6 to £0.8 million expected in the first quarter following initial changes. The Sales function was realigned to customer needs and geographic segments, sharpening focus on high-value customers. Customer Service was streamlined through improved processes and reduced complaint volumes. The division emerged from the programme with a flexible, scalable operating model positioned for future growth rather than burdened by the legacy of past acquisitions.
Background
The challenges were structural and interconnected. Duplication of functions and overlapping roles were raising costs and creating inefficiencies that showed up in day-to-day ways of working. The absence of standardised, clearly defined roles hampered operational agility and made consistent performance difficult to achieve across the division. Inconsistent operating practices were beginning to affect customer experience, while revenue accountability was misaligned, sitting within Operations rather than Sales, creating confusion about where commercial ownership resided.
The division needed more than a cost reduction exercise. It needed a coherent redesign that would eliminate duplication, clarify accountability, and build the structural foundations for sustainable growth.
Curzon Approach
Curzon worked with divisional leadership across the full scope of the redesign, developing a structured set of initiatives that addressed the cost base and the operating model simultaneously rather than treating them as separate problems.
The organisational structure was redesigned to eliminate duplication and establish clear roles and responsibilities across the division. The Sales function was restructured under a unified strategy, with revenue accountability shifted from Operations to Sales to bring commercial ownership in line with commercial activity. Administrative tasks within Sales were centralised to reduce inefficiencies and free up the sales force to focus on customer-facing activity.
Customer Service was streamlined through a combination of process improvement and complaint volume reduction, reducing the headcount required without compromising service quality. New roles focused on operational excellence, route planning efficiency, and fleet utilisation were introduced to strengthen the operational core of the division.
Throughout, a phased implementation approach was developed to sequence the changes in a way that minimised disruption to the business while delivering early savings that would build momentum and demonstrate progress to the Board. The result was a division structurally reset for the next phase of its growth, with the clarity, accountability, and scalability it had previously lacked.
