A major plc had recognised the enormous opportunity created by their product development to introduce new sales lines, and planned to use their expertise with their other products and services to support this.

Our mission was to project manage the people, process and systems elements of the change i.e. the physical changes in-store, the engagement of store colleagues with new ways of working, and the development and deployment of the new IT platform.

Over 12 months, our team managed stakeholders, risks, issues, planning horizons, milestones, business user requirements writing, user acceptance testing, store layout design, merchandising changes, SKU volumes, communication and finally store deployment. Needless to say the results of this business re-engineering exercise were positive and the internal roll-out run continues rapidly across the retailer’s stores.