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One of the top automotive suppliers with over 55,000 employees, Draxlmaier is a high-tech, innovative manufacturing organisation. We are supporting the creation of a high-performance leadership culture, initially running structured interviews, 360 assessments and debriefs. We are now facilitating the senior team to put in place an appropriate development plan.



Worldpay is a global leader in payments processing technology that enable merchants to accept a vast array of payment types, across multiple channels, anywhere in the world

We are working in partnership to design, implement and embed a telephony sales academy for the 3 UK based operations teams.


Barratts Developments

Barratt Developments is one of the largest residential property development companies in the United Kingdom. Already achieving high levels of performance and customer satisfaction, the leadership challenge is to create greater efficiency, productivity and consistency across the organisation.

Achieving this involves a high degree of change including roles, processes and systems. We designed a toolkit for use by leaders and managers across the operation to fully engage their teams and lead them effectively during change. The toolkit has been extremely well received and implementation is underway.

“You have really helped us improve our change-ability. You understand the human aspects of change and how to support people through it by packaging tools together in a helpful, practical way.” Matt Burton, Leadership Development and Change Manager


Your Housing Group

Your Housing Group is one of the UK's largest social and affordable housing providers, looking after 33,000 homes in the North West of England.  Formed by the merger of two major housing associations, it faced the additional challenges of closer regulator supervision and changes in government funding which meant self-generating an increasing proportion of revenue.

Pecan was commissioned to undertake a culture audit to establish whether the culture was fit to deliver the organisational strategy and if not what development was needed.  The audit consisted of an anonymous on-line survey to capture the views and beliefs of all 2,000 employees, plus interviews and focus groups with leaders, managers and customer facing employees to fully understand prevailing attitudes, behaviours and the causes of these.

The audit was completed in three weeks. We shared our insights and recommendations with the Board and then with the top 60 managers at a strategy day, who were then able to share the findings with their teams.  The recommendations have catalysed and accelerated a number of key programmes to address culture 'hot spots' and deliver the target culture.  Pecan is retained to run six monthly Pulse checks to highlight progress and issues emerging.

"You held the mirror up to us, helping us understand our current position. You got the “heartbeat” of our organisation very quickly and understood the unwritten rules that were causing some of the poor behaviours. It felt intuitive although I’m sure it’s from years’ of experience."
Kathy Cowell, OBE, Chair of Your Housing Group


United Utilities

United Utilities is the UK's largest listed water company, providing water and sewerage services to around seven million people in the North West of England.

The organisation is carefully regulated by Ofwat which reviews price limits every five years.  This results in significant and ongoing change taking place to drive efficiencies through different ways of working.  This is challenging for all employees and particularly the 300 managers responsible for implementing the changes with front-line teams.  To support this population United Utilities commissioned Pecan to design and deliver a Leading Change programme.

A joint design team created the managers' programme in conjunction with key stakeholders.  The programme helps participants develop their capability to manage themselves through change and lead change in a way that engages their teams and role models the United Utilities values of Customer Focus, Integrity and Innovation.  After attending a practical, tools-based workshop an embedding team provide ongoing support for managers 'on the job.

Leading Change has been quoted as one of the most effective programmes the organisation has run.

“Feedback from the embedding workshops is really positive, they’ve really ramped up in the last 3 months. We’d never done this before and we wouldn’t have done it without you, it’s really making a difference to leaders to be able to work through the tools themselves."
Elaine Drinkhill, Leadership and Management Development, United Utilities



Santander's Select proposition for premier customers wanted to codify its culture and operating model as a precursor to rapid expansion.  It had a tacit understanding of its own culture and values but wanted to make this more explicit.  It was aware that whilst there were pockets of best practice a more consistent and conscious approach would increase capability, raise performance and provide strong foundations for growth.

Pecan designed and ran events that supported the senior management team to identify the attitudes, behaviours and key success areas that represented 'what great looks like'.  This was then packaged and combined with a customised emotional intelligence coaching programme delivered to the wider population of managers.  They rolled this out to their teams and Pecan supported embedding over a period of six weeks.

 “We wanted to move away from a tick-box old style bank strategy to new world development of individuals in order to get the best out of them. You have helped us get the management population to think differently and adopt a planned and structured approach in working with their people".
Chris Flight, Head of Select, Santander


Police Mutual

Police Mutual is growing rapidly, recently expanding its financial services, education and support to the military through the acquisition of Forces Financial.

Whilst the team already achieve high levels of customer satisfaction and retention, the Executive Team recognise that these can improve even further and the organisation can fulfill its purpose more simply and efficiently with a culture of agility and collaboration. 

We have been working in partnership with the leadership team over the past 18 months, to create clarity and alignment to the strategy, provide deep insight into the current culture and how to bring about the necessary development of attitudes and behaviours. 

2015 was their most successful year to date and they are now the fastest growing financial services organisation in the UK. 



Good Energy

Good Energy is a challenger brand, providing 100% renewable energy to domestic and business customers.

Having grown rapidly since its conception 15 years ago, the leadership challenge is to keep its pioneering spirit and creativity whilst introducing greater collaboration, consistency and productivity as they compete with the big 6.

During 2015 Pecan we have worked in partnership with the leadership team to define the culture needed to deliver the next phase of the strategy and create ownership across the business for their role in this. This has involved leadership off-sites, toolkits for them to run with their teams and skills development to fully engage teams in the new strategy.



Fidelity is an exceptionally successful, global, family owned financial services institution. Their customers include major corporates, independent financial advisors and consumers.  In 2014, when they started working with Pecan, they recognised that they needed to evolve their culture – building on strengths and becoming more customer focussed to deliver their vision.  Key shifts included increasing their levels of innovation, collaboration, pace and risk taking.

Pecan is working in partnership with leaders across the business to define, design and deliver a series of specific and focussed interventions. All 600 leaders and people managers across the UK and India are active participants in the programme.  The programme, in its current form, is designed to run through 2016 with an emphasis on embedding to maximise the impact and success of each component of the programme.  The measures of success, >90% employee engagement and >50 NPS are well on the way to being achieved.

“You have had a phenomenal impact on senior leaders and our front line managers. You are flexible and adaptable, making great content relevant to different audiences and you built on what had already been done. Customer satisfaction is improving month on month, as is the proportion of calls achieving a gold rating”
Debbie Wates, Head of Client Services, Fidelity



BRE offers a full range of consultancy, certification, testing, commissioned research and training, covering everything concerning the built environment.

As the organisation embarked on an ambitious growth strategy we were initially asked to conduct a culture assessment, to provide insight into prevailing attitudes and behaviours, the causes of these, and the ways in which the culture would need to develop to enable delivery of the strategy.

Following this we went on to provide the leadership team with tools to fully engage their teams in the strategy and role in delivering it, as well as facilitating the leadership team to strengthen collaboration, agility and commerciality.


Co-operative Bank

  • We delivered the people integration plan following the merger with Britannia Building Society – generating industry leading colleague pride (90%) and advocacy (89%) within two years
  • We designed and delivered the customer experience programme that resulted in best high street bank customer satisfaction scores and award winning NPS (36%)
  • We designed the people integration strategy for an acquisition of 600 Lloyds Bank branches

“A proven track record of providing comprehensive insight into the people journey during periods of change…enabling organisations to deliver a world class customer experience.”
Tim Franklin, Chief Operating Officer


Nationwide Building Society

  • As a pre-cursor for implementing a new iCRM system throughout the organisation, Nationwide undertook a People Engaged Change™ Programme lasting 18 months, covering all roles, from senior leaders to front-line colleagues in head-office, 680 branches and a number of contact centres.
  • The iCRM programme was recognised across financial services and IT industries as an example of how to successfully implement complex change across a large and distributed organisation and won a number of awards.

Britannia Building Society

  • Designed and delivered the people integration for the acquisition of Bristol & West branch network resulting in savings of £9m as a result of completing the integration ahead of plan
  • Colleague engagement programme resulting in winning 2nd place in The Sunday Times best large companies (more than 5000 employees) to work for on first time on entering

"A very unique capability in helping organisations define the culture they aspire too and then create appropriate interventions to help them get there… strategic thinking translated into a simple, easy to understand implementation."
Karen Moir, Organisation Development Director


Standard Life

  • Culture change to shift the customer services organisation to a more proactive model for serving, retaining and developing customers. The programme broke down silos between departments, introduced new ways of working and accountabilities and established greater management and front-line capability and communication skills.
  • The programme won a National Training Award in recognition for its impact on performance and culture.

“The programme has had numerous benefits on both the business and its people. A key example would be as an enabler to further developing our adult/adult culture. The programme gave people the confidence and tools to communicate in an open and honest manner with each other – upwards, downwards and across the organisational hierarchy.”
Scott Tierney, HR Director


The Listening Company

  • A dynamic, fast-growing entrepreneurial company who needed to change to achieve the right purchase deal. So we: redesigned the operating model and restructured the leadership team to create scalability; designed and implemented a colleague engagement programme across all seven sites to improve retention and loyalty and re-branded sites, e-media and published communications to create consistent experience.
  • The company has subsequently been purchased by Serco for the desired sale price


A renowned luxury brand, Burberry is a fast-moving, complex organisation always striving to delight customers and exceed high expecatations. We designed and ran leadership sessions at the International Customer Service conference, bringing fresh ideas and thinking to their approach and coaching senior managers to lead in the challenging retail environment. 


The Open University

      In 2012 we......

  • Designed a new operating model, organisation design and people change plan to bring together two customer management functions within the marketing unit
  • Identified scope for substantial improvements in efficiency
  • Created culture of collaboration across functions that had previously operated as independent silos


Weetabix identified they needed to change their supply chain support organisation to achieve the efficiency improvements outlined in their strategic plan.  With more than 70% of the workforce involved in supply chain support Weetabix wanted an approach which involved and engaged leaders, managers and front-line colleagues.

Pecan designed and implemented an approach working primarily with the operations leadership team, supplemented with additional working sessions with key opinion formers through the organisation. These two groups assessed current state and identified opportunities for central and local improvement; defined high level processes aligned with the strategic requirements; developed structural options; assessed the impact of the options and built timelines for implementation of the selected option.

The approach ensured that leaders took ownership of a substantial organisational change enabling them to fully engage their teams in its rationale.  It also resulted in greater cost savings and more radical change than initially planned or expected.