Aon restructures and plans further expansion in UK

14 August 2014 Consultancy.uk

The Risk Solutions practice of global professional services firm Aon has decided to restructure its organisation in the UK. By revamping its current structure the firm expects to be able to better service its local clients and further boost its footprint in the UK.

Aon is a global provider of risk management, human capital insurance and reinsurance brokerage services. The firm is headquartered in London and has 65,000 employees in 500 offices in more than 120 countries. Of these 65,000 employees, 6,000 currently work in the UK, spread across 23 offices.

New game plan
Following the departure of Craig Preston, former Director of Aon UK’s Central region, the advisory firm decided to restructure its Risk Solutions business from the existing five regional divisions into four*. “Preston’s departure promoted us to look and think about what we do,” says Steve Redgwell, Aon UK National Managing Director, to platform Insurance Time. “Rather than just saying: ‘Let’s put somebody else into that box’, it gave us the ability to sit down with the leadership team and talk about where we are going, what opportunities lay ahead of us and what’s the best structure to take us forward.”

Aon restructures UK national network

In addition to restructuring the UK organisation, the firm has also announced plans to boost its presence across the UK. “We are looking to increase our footprint across the country. The changes to our national business across the UK enable us to provide our clients with greater local capability and expertise in a well-defined network of offices across the UK,” concludes Redgwell.

* The four new regionsScotland and North East region, North West region, Midlands and East Anglia region, the Central region, the South East region and the South West region.

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Fast growing consultancy Step5 rebrands for next growth phase

18 January 2019 Consultancy.uk

Innovative transformation consultancy Step5 has completed a rebranding of its corporate identity as it looks to push forward with rapid growth into a fifth successive year. CEO Howard Dickel told Consultancy.uk why the change in image is so important, and how the consultancy as a whole has grown in recent years.

Step5 was established in 2010 by co-founders Clive Fenton (current Chairman) and Jim Berrisford (incumbent COO). In 2014, the firm’s present CEO Howard Dickel joined, a year before Step5 hit £1 million in turnover. Building on that, for the past four years Step5 has enjoyed growth of more than 30%, and now boasts more than £1 billion in programme budgets managed and an expanding team of over 60 consultants.

Dickel took up the top job at the company last year, and is now keen to kick on from the firm’s recent success, particularly after Step5’s recent rebranding. The new brand identity was developed with creative agency gt&i, and aims to capture the essence of the business today. Step5’s CEO believes this essence is “quietly confident, with an inner strength”, thanks to a diversity of unique skills among the firm’s talent, enabling Step5 teams to constantly innovate and surprise clients. According to Dickel, the rebrand marks the next stage in the company’s development, supporting Step5’s aim to compete on a world stage.

Fast growing consultancy Step5 rebrands for next growth phaseExplaining the firm’s new identity further, Dickel told Consultancy.uk, “High value, high cost strategic consultancy provides insight but leaves the challenge of implementation.  Step5’s strength lies in bridging the gap.  We work closely with our clients to develop and deliver complex business transformation projects and get failing projects back on track.  In the words of our new strapline: Together we can.”

Step5 is one of the UK’s fastest growing business transformation consultancies, and as with many new competitors in the professional services sector, aims to offer clients an alternative to the Big Four. As is the case with other firms looking to do this, Step5 differentiates itself from the quartet’s ‘impersonal’ approach by working to develop a trusted partner relationship with clients and drive change from within companies.

Long-term ambitions

In order to tackle this challenge, Step5 remains on the look-out for forward-thinking individuals, whether already working in the sector or looking for something new. In the long term, its ambition is to grow within the private sector, and in particular the FTSE 250 companies, and to reach its target of £20 million in turnover by 2020.

Among clients already tapping into Step5’s services are the Ministry of Defence, BAE Systems, Barclays, Experian, Serco and Sopra Steria, among others. As well as building a reputation in the private sector, Step5 consultants have worked on some of the UK’s most challenging public and private sector initiatives – including the £1 billion recovery of the spine programme for the NHS and management and delivery of all telecommunications for the London 2012 Olympics.

Step5

According to Dickel, recent engagements are particularly encouraging for the firm moving forward. Lately, the firm supported a leading bank’s move into the £32 billion UK motor finance market, and worked to deliver a complex organisational transformation programme for the world’s leading information services company to better support its strategic goals and deliver savings across all services.

Dickel added, “We also transformed an internal IT function for a European leader in digital transformation, including people, process, operating model and market positioning. This has provided them with a robust, industry best practice function that delivered savings across the company and increased the internal IT capability from an Application, Infrastructure and Management perspective.”

Reflecting once more on the rebrand, he concluded, “Step5 offers clients an alternative to the Big Four consultancies – and it is recognised by its clients as the people who make complex business transformation projects happen... Step5 has grown and developed over the years. The company has come a long way and now it’s time to transform itself to reflect that.”