Case study: developing management layers, improving company-wide performance

Client background and challenge
HH Global is a global leader in tech-enabled creative production and procurement, helping brands amplify their marketing campaigns through industry-leading technology, procurement expertise, and advanced sustainability initiatives. Their services are delivered at scale by a highly skilled workforce, ensuring maximum impact for clients.

In recent years, HH Global has experienced rapid growth, now employing over 4,500 people and supporting more than 1,000 brands. As part of their continued expansion, they introduced a new operating model. However, aligning leadership and the wider team to this new structure was essential to maintaining strategic growth. This presented a challenge, and HH Global decided to partner with MatchFit to maximise the chances of a fully successful integration.

The solution
Following in-depth discussions about HH Global’s strategic direction and organisational structure, MatchFit recommended a tailored leadership development programme. This consisted of three distinct programmes, each designed for different levels of leadership, starting with the board of directors.

The primary objective was to address organisational challenges while supporting HH Global’s learning and development priorities, ensuring that leadership at all levels was equipped to drive the company’s growth strategy.

The programme began with a comprehensive survey and analysis project to gather insights from across the organisation. Around 300 employees participated through online surveys and in-depth face-to-face discussions. This process identified key ‘themes’—specific areas that needed to be addressed during both group and one-to-one sessions—to unlock the business’s full growth potential.

A crucial aspect of the programme was designing content that was appropriate for each leadership level while maintaining a consistent, interconnected approach. This ensured the sessions were both relevant and impactful. The learning journey ranged from instruction-led facilitation to experiential learning and self-directed exploration.

Results
The programme launched in January 2025, and early feedback has been overwhelmingly positive. Participants are already taking action based on their discussions and learning, demonstrating the programme’s immediate impact on leadership alignment and strategic execution.

“The expertise and support provided by the MatchFit team has been invaluable. Their interventions have helped us pause, review, reflect, and reset during a challenging time. Our team is now more focused and motivated than ever before”.
Nadia Pelekanos, Chief Client Officer,
HH Global

Case study: Improving performance, company wide

Client background and challenge
Julius Baer International (JBI) is a leading Swiss private banking group, specialising in wealth management and investment advisory services for high-net-worth individuals and families worldwide. Founded in 1890 and headquartered in Zurich, the bank has a strong global presence across Europe, Asia, the Middle East, and Latin America. It provides a comprehensive range of services, including portfolio management, wealth planning, and sustainable investing.

JBI has been experiencing rapid expansion, with ambitious growth targets set for the coming years. A key challenge during this period of accelerated growth is maintaining the organisation’s strong culture and ensuring it remains an attractive place to work. While the bank is committed to retaining its close-knit, ‘family feel,’ its leadership team recognises the need to embed consistent management practices and reinforce its core values as the organisation scales.

Additionally, the fast-paced nature of the business means that employees are often working at full capacity, leaving little time to focus on areas such as people and performance management while continuing to deliver a high-quality service to clients. 

The solutions
MatchFit has been working with JBI for over five years, delivering a range of development initiatives, including sessions for relationship managers and assistant relationship managers, as well as working closely with the executive leadership team.

Currently, MatchFit is partnering with JBI’s HR team to deliver a suite of management training programmes designed to embed high-performance behaviours and reinforce the bank’s culture as it grows. These programmes aim to ensure leadership alignment and provide managers with the tools to effectively lead and support their teams while maintaining service excellence.

To address the challenge of time constraints, MatchFit has introduced a series of bite-sized workshops, delivered in short morning or afternoon sessions, making learning and development more accessible. These sessions focus on the key challenges faced by managers and leaders, equipping them with practical strategies to enhance their effectiveness.

Alongside these workshops, MatchFit has also provided consulting and one-to-one coaching to support individual development. As a next step, MatchFit is collaborating with HR to design a strategic leadership programme that will embed consistent management styles, approaches, and values across the organisation during this period of rapid expansion.

Results
The impact of these initiatives is already evident within the relationship management teams, with improvements in individual performance reflected in both sales and client retention figures. Participants have reported increased confidence in their management and leadership abilities, and feedback on the bite-sized workshops has been highly positive—even from senior leaders with limited availability.

The broader management development programme is currently in the design phase, with implementation set to begin in April 2025.

Nick West, Head of Learning & Development at Julius Baer has been impressed by MatchFit, including the team’s ability to push back and suggest alternative approaches when necessary:

“We look for a partner with the right skills, someone who says, ‘You shared your challenge with us, but we’ve done a little bit of digging around, and we think there is a different or broader challenge. We have ideas that would help you build a better and broader solution.’ Personally, I want someone who is going to look at each opportunity like that. I’m able to see the fit between the values of MatchFit and ours and I know MatchFit are not afraid to say ‘we think the issue is different to what you initially thought’.”
Read the full interview with Nick West.

Case study: Developing a high-performing sales team

Client background and challenge
Aetna International, a leading global insurer, aimed to enhance its sales team’s performance and improve collaboration across the wider organisation. Despite strong sales, internal stakeholders criticised the team for a lack of engagement with operational teams, which was creating inefficiencies in business operations.

The Head of Sales managed a senior team of high-performing individuals. While the team delivered solid sales results, they faced several challenges:

• A perception issue regarding collaboration with operational teams.
• Internal dynamics that needed improvement.
• A need for professional development to prepare team members for senior leadership roles.

The Head of Sales believed that strengthening teamwork and internal collaboration would drive further growth for the business as a whole,

Solution:
Aetna partnered with MatchFit, who are specialists in developing high-performing teams, to design the ‘CLIMB for Collaboration programme’. This bespoke programme was developed to:

• Prepare individuals for senior leadership roles.
• Improve sales activity, behaviours, and results.
• Strengthen management capabilities.
• Improve collaboration across business functions.

The programme included 360° feedback and stakeholder interviews to assess team strengths and development areas, three team away days and individual coaching sessions to address personal development areas and how to remove obstacles to performance.

Results
The programme provided individuals with valuable leadership skills and career development opportunities and the sales team became more highly regarded within the organisation, positioning them for future promotions. Team members reported feeling more confident in making high-level decisions autonomously, reducing their reliance on senior management and freeing up time for their leader to focus on strategic initiatives.

The impact on sales performance and collaboration was significant. A strong team spirit emerged, contributing to year-on-year growth of over 20%. The team exceeded budget expectations early in the financial year, and improvements in communication styles—driven by coaching feedback—led to stronger internal relationships.

Collaboration across departments also improved, addressing a key challenge identified at the start of the programme. The sales team introduced regular interdepartmental meetings, involving finance, underwriting, and customer service teams, which strengthened internal relationships and operational efficiency. This initiative led to quicker resolution of customer issues and smoother day-to-day operations and the meetings were so successful that another international business unit adopted the same model to enhance collaboration in their own teams.

Client feedback
Team member: “He really motivated me to improve myself and turn around people’s perception of me.”
Line manager: “A team member, who was previously too direct, has significantly improved their approach and is now being considered for promotion.”
CEO: “The training and feedback have been highly effective and, for the most part, a very positive experience!”
Head of Sales: “This year has been a real success for us, thanks to the support given to the team.”

Case study: Global Marketing Team Alignment

Client background and challenge
Aetna International, a leading international health insurance provider, faced the challenge of managing a global marketing team spread across multiple time zones and cultural backgrounds. With 40 marketing professionals working remotely, the team struggled with trust issues, collaboration barriers, and a lack of collective identity. The Head of Marketing recognised the need for a professional development programme to enhance teamwork, strengthen leadership, and create a high-performing, connected global team.

To address these issues, Aetna sought a professional development solution that would help build trust, improve collaboration, and establish a sense of collective ownership within the team.

Solution:
Aetna International partnered with MatchFit to create a bespoke leadership and collaboration programme. The CLIMB for Building a High-Performing Global Team solution was designed to:

• Create trust and open communication.
• Strengthen the team’s collective identity and encourage shared accountability.
• Enhance collaboration between individuals and across the team.
• Improve governance and control over the collective agenda.
• Increase leadership effectiveness and support the Head of Marketing in managing a diverse, global team.

Due to the nature of the virtual team, many of the training sessions were conducted remotely, with materials made available via a cloud platform. The programme included:

• Base Camp workshop: A face-to-face off-site session for 40 team members, focused on trust-building, collaboration, and global teamwork best practices.
• Online survey: Gathering insights into key challenges and blockers to success.
• Manager and team interviews: Identifying personal development areas and aligning leadership expectations.
• Bespoke training modules: Covering areas such as trust-building, collaboration, leadership styles, and decision-making.
• One-to-one coaching: Supporting both senior leaders and team members in overcoming challenges and unlocking team tensions.

Implementation and results
The programme significantly strengthened trust within the team. Individuals became more open and honest with one another, allowing issues to be resolved quickly before they escalated. The sense of competition and territorial behaviour that previously existed diminished, as members embraced shared accountability and collective problem-solving.

The Head of Marketing also gained greater trust from her team by enabling individuals to take ownership of projects, ensuring a more balanced and effective workflow.

The impact on collaboration was also substantial. The team developed a stronger identity, moving towards a culture of mutual support under the ethos of “I have your back.” Members who had previously been resistant to change adapted their working styles, demonstrating greater flexibility and cooperation.

The programme also improved governance and strategic alignment across the marketing function. The one-to-one coaching sessions provided a confidential space for individuals to discuss barriers to success, leading to better decision-making and execution of the team’s strategic objectives. The programme was viewed as an essential support system, with the Head of Marketing highlighting its value in navigating the complexities of leading a diverse global team.

Client feedback
Head of Marketing: “A lot of the time, this kind of support feels like a ‘nice to have’ when you have a certain amount of budget for CPD, but what I would say now, going into year three, it has to be there. It’s enormously helpful to me as a leader and the people on my team. I don’t think we would want to do without this support. The coaching support I receive has helped me navigate some of the complex personalities in my team who all demand a different approach.”
Head of Marketing on coaching approach: “There are a lot of facilitators and coaches who run programmes, but Bradley builds trust and engagement, he is not superior towards people, he comes down to people’s levels and that openness is what leads to results. People are not scared of being vulnerable with him – he is independent and not part of a big organisation.”

Case study: Dawleys & MatchFit – CLIMB Shadow ExCo programme

Client background and challenge
Dawleys, a multi-award-winning fulfilment and communications company, is committed to continuous growth and innovation. As part of its strategic ‘Scaling Up’ initiative, the company identified the need for stronger leadership development to support future expansion. Recognising that a high-performing leadership team was essential for sustaining its framework designed to drive efficiency and business growth, Managing Director Sally Gibson turned to the CLIMB Shadow ExCo programme to develop the next generation of leaders.

Dawleys sought to create a clear leadership pipeline to drive its long-term vision, ensuring both existing and emerging leaders had the commercial awareness and strategic capabilities to navigate future challenges. Sally was particularly focused on building leadership skills among junior team members while preparing the business for her eventual retirement.

A key challenge was ensuring that leadership development was not just theoretical but had practical applications. Dawleys needed a structured approach aligned real-life business projects with leadership training to drive genuine organisational improvements.

 Solution: CLIMB Shadow ExCo programme
Dawleys partnered with MatchFit to launch the CLIMB Shadow ExCo programme. The programme was designed to develop leadership skills and equip team members with commercial and strategic awareness.

With the Shadow ExCo integrating leadership training with real business projects, the initiative would intrinsically build a culture of initiative, accountability and collaboration, and create measurable business improvements at the same time. One-to-one coaching and team-based development would also help to unlock leadership potential.

A key element of the programme was its project-based approach. Participants were paired into five teams, each assigned to a critical business area:

1. New business development – creating a structured sales playbook to attract new customers.
2. Employee experience – enhancing recruitment, onboarding, and career development.
3. Business efficiency – implementing the ‘two-second lean’ methodology to streamline processes.
4. Employee recognition – creating motivation and engagement through new initiatives.
5. Customer experience – improving service delivery through better processes and team alignment.

Implementation and results
The programme has significantly enhanced leadership confidence and capability within Dawleys. Participants have stepped up to new challenges, showing initiative in areas where they previously lacked experience. For example, the new business development team is actively creating a structured sales playbook to identify key markets and attract customers, helping to future-proof Dawleys’ growth strategy.

The programme has driven positive cultural change. The employee experience team introduced new onboarding and career development initiatives, ensuring that new hires integrate seamlessly into the company. Meanwhile, the employee recognition project has strengthened internal engagement, launching initiatives such as celebrating key company milestones and recognising individual contributions.

Beyond these structured projects, the CLIMB Shadow ExCo programme has provided a safe environment for growth and learning. Team members have gained confidence in their leadership abilities, developing skills in strategic thinking, decision-making, and problem-solving. Junior employees who had never faced high leadership expectations before have embraced the challenge, demonstrating a newfound proactive and resilient mindset.

Client feedback
Sally Gibson, Managing Director: “The power of the CLIMB Shadow ExCo programme has been transformative. I’m confident that the skills and insights gained through this programme will ensure Dawleys’ continued success and growth.”
On leadership coaching: “MatchFit’s support has been instrumental in creating a leadership mindset that can navigate future challenges. I want to leave a legacy where Dawleys can continue to thrive and grow, driven by a strong and capable leadership team.”

Read more about how MatchFit is working with Dawleys.

Case study: NatWest & MatchFit – Developing an inclusive online training app

Client background and challenge
NatWest, one of the UK’s leading banks, has long been committed to supporting workforce development and building inclusivity. NatWest had a specific need to reskill and redeploy staff members at risk of redundancy. Instead of losing talent, the bank aimed to equip employees with new skills in IT and digital development, allowing them to transition into roles within the organisation.

To address these challenges, NatWest and MatchFit collaborated on the development of an innovative training app, designed to make leadership training scalable and accessible to all employees, no matter their location, role, or schedule.

Solution: Creating a scalable and flexible online app
MatchFit’s CLIMB with GRIT programme was chosen as the proof-of-concept model for the app, ensuring that the training delivered the same depth, flexibility, and engagement as face-to-face sessions.

The app was designed to:

• Enhance inclusivity by making training accessible to employees at all levels.
• Provide personalised learning journeys with tailored content for different roles and responsibilities.
• Enable self-paced learning in bite-sized chunks, allowing participants to engage with material at their convenience.
• Measure progress effectively, providing managers with clear insights into individual and team development.
• Offer complete flexibility, with organisations able to select specific content for different groups, ensuring that training aligns with business needs.

A key aspect was NatWest’s involvement in the development process. The bank’s at-risk staff were given the opportunity to work on the project, gaining hands-on IT development experience in a live technical environment.

“NatWest’s agenda was to reskill and redeploy a number of at-risk staff into IT roles. And for them to work on a live project of this complexity from start to (almost) finish has been fantastic,” said Bradley Honnor, Managing Director of MatchFit.

Implementation and results
The app demonstrated its value as a highly flexible and effective training tool. One of its most powerful features is its ability to track progress. Managers can see how far employees have progressed in their development journey, gaining valuable insights into what training is most relevant and where further support may be needed.

“One of the things I think the app does very well is enable measurement,” Bradley explained. “Managers can see how far their team members have transitioned through their personal development journeys, and that’s incredibly useful.”

Comments
Bradley Honnor, Managing Director, MatchFit: “If you’re going to develop a high-performing culture, and want to engender culture and values that everyone can buy into, understand, and play their part in, you really need the right tools to do that. The app makes this possible.”

On the app’s usability: “The app has been built such that any content can be added, so it’s really flexible, right from the top to bottom. Clients can use the tool to address any concerns their particular organisation has.”

Case study: Elevating sales leadership with the CLIMB programme

Client background and challenge
Quilter Cheviot, a leading discretionary fund manager, has always placed strong emphasis on delivering an exceptional client experience. For David Butler, Head of Distribution, this focus has been central throughout his 20-year career in financial services.

David took over Quilter Cheviot’s national sales team in April 2020, just as COVID-19 forced a rapid shift from face-to-face meetings to virtual engagement. Recognising the need for a structured and strategic approach to sales leadership, David turned to MatchFit’s CLIMB programme to help his team adapt, build trust, and operate at an even higher level.

Taking over a successful sales team presented a unique challenge. David wanted to ensure his team continued to thrive, but the shift to remote working made it harder to maintain motivation, communication, and a shared strategy.

“Salespeople are naturally gregarious—we like meeting people. Suddenly, my team was working behind screens. I had to make sure they stayed motivated, felt supported, and had a clear structure to work from,” David explained.

Another challenge was the lack of a robust business plan. While the team was high-performing, there was no cohesive framework guiding their work. He needed a programme that would provide structure, strengthen team identity, and equip salespeople with the tools to perform at their best.

Solution: CLIMB programme – building strategy and trust
David had previously worked with MatchFit’s Managing Director, Bradley Honnor, and knew he could deliver credible, engaging, and practical development for the team.

MatchFit designed a tailored CLIMB programme, focusing on:

• Creating a structured business plan that the team could actively use.
• Strengthening trust and communication between regional teams.
• Providing practical training in an interactive, consultative format.

The programme evolved organically. Initially focused on business planning, it expanded to include StrengthScope assessments, helping individuals understand their strengths and how they fit within the team.

 To increase credibility, the programme included insights from internal stakeholders, external sales leaders, and psychologists. The sessions were highly interactive, with open discussions rather than lectures.

Implementation and results
The CLIMB programme transformed team cohesion and strategic focus. Previously, the national sales team operated in regional silos, but now they work as a unified unit with a shared strategy. Regular meetings replaced infrequent in-person gatherings, improving communication and alignment.

“Before, we met quarterly. Now we meet fortnightly and are much closer as a team. We’ve also had more internal recognition for our work than ever before,” David noted.

The programme also helped individuals stand out. Kevin Kelly, a regional development manager in Belfast, leveraged the new business plan and segmentation strategy to achieve outstanding results in a smaller market.

“Kevin was always a strong performer, but lockdown gave him a chance to truly shine. He took everything from the programme on board, and his success has been widely recognised,” David shared.

By working in small cohorts, every team member had the opportunity to contribute, build trust, and grow their confidence.

Client comments:
With the CLIMB programme nearing completion, David is already thinking about next steps.
“We’ve made huge progress, but we’re not finished. Bradley and I will review the programme and see how we take it further. I’m excited to see what comes next,” he said.