A UK local authority asked Tammy for help to deal with a team within its social services department that was consistently struggling to meet their performance targets. The team had had a succession of different managers, was overspending budgets, feeling poorly motivated and, as a result, were unable to deliver the quality service they aspired to deliver to their customers.
When two very different leaders in a large public sector department were given the task of working together to transform a specialist service with a budget running into tens of millions of pounds they faced a string of challenges.
When a senior executive was recruited by a major financial institution in the City of London to transform its retail banking operation in the wake of the financial crisis of 2008, she engaged Tammy to help.
