These examples are drawn from engagements prior to founding People Capability & Co. Business names are anonymised where appropriate. Figures reflect the outcomes as recorded at the time; where multiple metrics relate to a broader programme of work, this is noted rather than implied.
A founder-led business needed a step change in commercial performance, but its sales organisation and team structure had not evolved to support that ambition.
£1.2 million delivered against an original £500,000 target within eight months, alongside a more scalable commercial model for continued growth.
A founder-led business had no dedicated People function. Recruitment, onboarding and performance management were handled informally, creating inconsistency and risk as the business grew.
People infrastructure connected directly to commercial priorities, with improved management clarity and organisational resilience as the business scaled.
High voluntary turnover and a high volume of employee relations cases were consuming management time and affecting team stability.
Retention improved by 53% and voluntary turnover reduced by 44%. Employee relations complaints and formal cases fell from 82% to 38% through earlier intervention and manager coaching. Employee engagement reached 76%. These figures relate to a broader, multi-year programme of work rather than a single intervention.
An operation was rated Red on a formal compliance audit, exposing the business to operational and reputational risk.
Audit status moved from Red to Green within 60 days and was maintained for three consecutive years.
A growing business needed to recruit and manage talent across multiple international markets without an established international people infrastructure.
Strengthened leadership and internal talent pipelines across all four markets, supporting the business's international expansion.