TMA's four decades of technical expertise lived in individual relationships, not in its brand. As the business scaled through acquisition and one of the GB energy market's largest regulatory transitions, a brand strategy that could transcend a changing and growing business was needed
Read more : TMA
McGraw Hill Professional's marketers were already using AI — just without a shared plan, governance, or a link back to commercial strategy. A twelve-week diagnostic turned that individual experimentation into a single, leadership-sponsored AI strategy for sales and marketing, reaching 40 marketers and now recognised as the most advanced use of AI in marketing anywhere in McGraw Hill.
Read more : McGraw Hill Professional
HSJ's healthcare portfolio ran 18 brands competing for the same buyers, and the market noticed before the business did. We repositioned the group around one master brand and three clear divisions. Twelve months later, it sold to Inspirit Capital for £26m.
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A building services company's marketing function was falling behind the business: no clear direction, no structure, no senior leadership. Stepping in as fractional marketing lead, we rebuilt it around commercial priorities, turning a cost centre into an asset that can support the next phase of growth.
Read more : TB+A
As AI-driven search reshapes how B2B buyers evaluate suppliers, Halma's marketing leaders needed a shared framework fast. We led a live session across the group's Marketing Network on the shift from SEO to GEO, giving 50 specialist businesses one measurement approach and the confidence to act.
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AI and martech were changing how marketing gets planned, produced and delivered faster than Velo's own operating model could keep pace with. Working with Via, Velo built Olev — an AI operating system with accountability and a single adoption test at its core — cutting delivery costs by 20% in three months while adding new service capability and accelerating timelines, not trading one for the other.
Read more : Velo
