These are a small selection of the businesses we've worked with.
Every engagement is different, but the pattern is consistent - what looks like a people problem usually has a structural answer.
We work with UK-based founder-led businesses typically turning over between £3M and £100M, at the moments when getting the organisation right really matters.
We take confidentiality seriously. All case studies are anonymised unless the client has specifically agreed to be named.
Real Business Results
Solving the Wrong Problem: Why Line Management Training Wasn't the Answer
Tech company | £25m turnover | South East - Leadership & Structural Change
The Challenge:
Problems were bouncing up to the senior team despite a full management layer. Staff turnover was high, and the CEO was still managing their biggest client, who made up 65% of revenue.
What We Did:
Uncovered misalignment using psychometric profiling - future-focused leaders vs. present-focused team
Translated business strategy into clear, actionable priorities for each part of the business
Supported the CEO to delegate key accounts, de risk the business commercially and reduce dependency on a single client relationship
Clarified roles so managers could lead, not just deliver
The Outcome:
Staff turnover dropped from 35% to 23%
Middle managers now confidently leading
CEO freed to diversify client base and reduce commercial and talent risk
Internal comms and confidence significantly improved
In short:
You can't train your way out of a structural problem. Once we identified what was really going on, the solution became clear, and the results followed.
"We thought we needed training. What we really needed was clarity.
Meraki People helped us fix the structure, not just the symptoms - and the impact has been immediate. I'm finally leading the business, not holding it together." - CEO
Chasing An Impossible Target: How One Business Finally Built the Structure to Hit It
Manufacturing business | £85m turnover | Midlands - Organisational Design, Governance, Strategic Alignment
The Challenge:
A long-established manufacturing business had grown significantly but its internal operating model hadn't kept pace. The MD had a clear ambition for the next stage of growth but the senior team weren't moving fast enough to get there. The business had been chasing the same revenue target for three years without a clear plan for how to reach it.
What We Did:
Ran psychometric profiling across the board and senior leadership team to identify where the dynamic was breaking down
Redesigned the strategic framework, translating the headline target into departmental and individual objectives for the first time in the company's history
Restructured board, SLT and SMT governance so the right decisions were being made by the right people in the right rooms
Built an accountability mechanism so that progress was visible, problems surfaced early, and nothing fell through the gaps
The Outcome:
Business tracking against eight of ten strategic objectives within two quarters
Issues being identified and addressed earlier than ever before
Senior team operating with significantly more autonomy
MD with the visibility and headspace to focus on leading the business rather than chasing it
In short:
Ambition needs architecture, Once the structure was in place, the team had everything they needed to deliver.
“This has made a positive impact on every one of our 230 employees. Decisions are made faster, people know what to expect of the business, and what is expected of them. I’m able to focus on strategy, growing the group and developing the business in new ways, now that I’m no longer stuck in the weeds.” - MD
Planning the Exit: Identifying and Developing the Next Generation of Leadership
Professional services | £38m turnover | South East - Succession Planning, Leadership Assessment & Organisational Design
The Challenge:
The founder of a well-established business was planning his exit but had serious reservations about whether his senior leadership team had the capability to take the business forward without him. He was still involved in everything - from client decisions to team approvals. The goal was to scale and exit in 18 months, but the founder had become the bottleneck.
What We Did:
Conducted a thorough leadership assessment across the senior team
Identified the strongest candidate for the principal leadership role and developed them specifically for it
Built trust and autonomy in the senior team
Shifted culture from founder-centric to organisation-led
Supported internal and external stakeholder comms during the transition
The Outcome:
A clear successor identified and developed
Senior team operating independently and with confidence
Succession plan secured ahead of the MD's intended timeline
Handover completed successfully with continuity of leadership and culture
In Short:
If your business can’t run without you, it’s not ready for you to exit.
We helped this business realign around a new leader, with a clear pathway - ahead of the deadline.
Quote:
“I knew I had to step back, but I didn’t know how. Kate helped me shift from being the business to building a business that could run without me. The team has grown into their roles, and I’ve finally got the space - and the confidence in them - to exit well. - Founder & CEO
Built for Three Million: Restructuring a Flat Team Ready for Ten
Digital marketing agency | £10m turnover | South East - Organisational Design, Leadership Development, Structural Change
The Challenge:
A fast-growing digital agency was experiencing high staff turnover and persistent absenteeism. The CEO suspected the way he was leading might be part of the problem. The business had tripled in size but its structure hadn't changed - a flat team that worked at £3m was starting to fracture at £10m.
What We Did:
Ran psychometric profiling across the leadership team and wider business to identify where the dynamic was breaking down
Worked with the CEO to understand the impact of his communication style on a predominantly introverted young team, and to adapt his approach
Rebuilt the flat structure, introducing a proper management layer with clear career pathways
Established decision-making frameworks so the right decisions were being made at the right level
The Outcome:
Staff turnover stopped
Absenteeism reduced significantly
Team performance improved across the business
Increased capacity enabled the business to develop and launch a new income stream
In short: The structure that gets a business to £3m rarely gets it to £10m. Fixing the architecture gave this team the space to grow - and the business a platform to do the same.
"One of Kate’s phrases is that you can’t read the label when you’re sitting in the jar. That was us. I couldn’t see the impact I was having on tram morale and culture, just that I was frustrated with the lack of progress. Creating a future-ready structure within the business has stopped good people leaving, and freed up capacity for us to grow into new markets" — CEO.
Are These People Problems Showing Up in Your Business?
Whether you’re facing senior team misalignment, performance dips, or early signs of a culture problem, we help you identify what’s really going on - and fix it properly.
If any of these situations sound familiar, the best place to start is a conversation.
