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CLIENT SUCCESS

The proof is in the doing

Transformation and coaching work across FTSE 100, PE-backed, and founder-led businesses. 

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See it in action

Anne Blakey

Legal Counsel, Adler & Allan

Jonathan Potter

Managing Director

In their own words

David Potts, former CEO of Morrisons

"Codie is a sought-after leader who drives complex change with energy, positivity and sharp execution. A real asset for any firm adapting at pace."

David Potts

Former CEO, Morrisons

"Codie designed and delivered two national transformations... creative, diligent and utterly dependable."
Jayne Wall, M&S Operations Director, transformation testimonial
Jayne Wall
Operations Director, M&S
"Codie's dynamic and positive approach allowed a rapid deep dive into our organisation, providing clear insights and actionable priorities."
David Carroll, Chief Business Officer at Individual Restaurants
David Carroll
Chief Business Officer, Individual Restaurants
"Codie's people-first approach brought clarity and structure. She delivered a programme that stood up to board-level scrutiny."
Anne Blakey, Adler and Allan, operating model testimonial
Anne Blakey
Legal Counsel, Adler & Allan
"Creative, diligent and utterly dependable. Your energy is infectious and insights are transformative."
Susanne Luick-Nijboer, Danone Senior VP, executive coaching testimonial
Susanne Luick-Nijboer
Senior Vice President, Danone

Deep work. Lasting impact.

Morrisons

FTSE 100 RETAIL

24

MONTHS

500

SITES

500 stores transformed. Revenue up. Pride restored.

Read story →

Individual Restaurants

HOSPITALITY

12

WEEKS

3

BRANDS

33

SITES

Regional structure redesigned. Ready to grow. Culture intact.

Read story →

Adler &
Allan

PE-BACKED (GOLDMAN SACHS)

12

WEEKS

16

ENTITIES

Legal and Compliance operating model designed to PE standard. Board-endorsed in 12 weeks. 

Read story →

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Morrisons

FTSE 100 Retail | 24 months | c.500 sites | 20,000 colleagues

Market Street is Morrisons’ food-making counters, staffed by specialist bakers, butchers and fishmongers. Performance was inconsistent across the estate. 

The ambition: Make it consistently outstanding across all 500 sites.

What we did:

→ Started with 12 stores, listening to customers and colleagues, mapping the operating model, and identifying what was working and what wasn’t. 

→ Redesigned the full offer by counter, covering purpose, branding, look and feel, product range, operations, structure and customer experience. 

→ Piloted in 25 stores, iterated, then scaled across the estate, building pride and capability with store teams throughout. 

Result:

→ Revenue increased versus control stores. 

→ Market Street became a bigger share of basket. 

→ Customer and colleague scores improved. 

→ Profitability increased. 

→ Built and rolled out in 24 months. 

→ Scalable operating model in place. 

500 stores transformed. Revenue up. Pride restored. 

Individual Restaurants

Hospitality | 3 brands | 33 sites

A premium restaurant group with a strong culture, recently recognised as a Sunday Times Best Place to Work. A growth strategy had been agreed. 

The ambition: Scale the business through new sites and omni-channel expansion, without losing the quality and culture guests loved and colleagues valued.

What we did:

→ Pressure-tested the growth strategy with the executive team, using performance data and insight from leaders and frontline teams. 

→ Identified what needed strengthening, what needed removing, and what needed designing to support scale. 

→ Redesigned the regional operating model, including roles, responsibilities, reporting lines, decision rights, ways of working and behaviour expectations. 

Result:

→ A regional operating model designed for scale. 

→ Clearer accountability and decision-making across the business. 

→ The board gained direct insight from frontline teams. 

→ Culture and quality protected while enabling growth. 

→ Delivered in 12 weeks. 

Regional model redesigned. Ready to scale. Culture protected. 

Adler & Allan

PE-Backed (Goldman Sachs) | 12 weeks | 16 entities

Recently acquired by Goldman Sachs Alternatives and entering a new phase of growth. 

The ambition: Build a Legal and Compliance function that protects the firm, meets investor expectations, and enables growth. 

What we did:

→ Worked across 16 entities and central leadership to understand business needs, pain points, and gaps against investor requirements. 

→ Co-created the solution with the Legal Counsel, ensuring it worked for both the business and investor expectations. 

→ Designed a new Legal and Compliance operating model, alongside a compliance uplift programme and clear accountability frameworks covering roles, decisions and capability. 

Result:

→ A Legal and Compliance operating model endorsed by the board and investors. 

→ A compliance programme approved and ready to deliver. 

→ Clear roles, decision-making authority and structure in place. 

→ The Legal Counsel equipped to lead with confidence and clarity. 

→ A scalable, sustainable function established in 12 weeks. 

Legal and Compliance operating model designed to PE standard. Board-endorsed in 12 weeks.