Strategic consultancy for a mid-sized social care provider
Context
A mid-sized social care provider supporting people with learning disabilities was facing a fundamental market shift. Historically reliant on block contracts with the local authority, the organisation needed to adapt to a new environment in which individuals and families were increasingly making their own choices using personal budgets.
The leadership team recognised that continuing as they were would limit growth — but were equally concerned about how to market ethically, sensitively, and in a way that aligned with their values.
The challenge
- Moving from commissioner-led referrals to end-user decision-making
- Developing sales and marketing capability from a very low base
- Ensuring marketing activity did not undermine trust, dignity, or privacy
- Aligning systems, roles, and processes to support growth across multiple regions
My role
Strategic consultant and critical friend to the senior management team.
What we did
Rather than jumping straight to promotion, the work focused on building a robust, joined-up growth system:
- Diagnosed current activity through staff interviews, workshops, mystery shopping, and data analysis
- Built a clear sales and marketing strategy aligned to organisational values
- Designed an implementation plan covering people, processes, systems, and communications
- Oversaw the development of a new website with enquiry-generation as a core objective
- Redesigned enquiry handling and call management processes to improve first contact experiences
- Reviewed and updated roles and responsibilities across teams
- Wrote and recruited for a new marketing manager role, then supported induction and handover
The outcome
The organisation moved from fragmented, reactive activity to a systemised, insight-led approach to growth. Senior leaders reported increased confidence, clearer accountability, and a strong foundation for sustainable expansion – without compromising values or care quality.