Case Histories


Case 1: Our client was a specialist, family-owned, research-oriented professional services organisation.  We helped it review its current operations and strategy, as a consequence of which we supported it through the implementation of new performance management systems which led to a fundamental review of its business model, and the development of a new on-line proposition derived from a new way of exploiting the organisation’s core competence.


Case 2: Our client was a software reseller and consultancy.  Successfully founded in the last recession they received an unsolicited offer to buy the business.  We helped them evaluate the offer, which was rejected.  We then helped them create a new business plan which led to significant organisational development.  The business received another, much bigger, offer three years later which they accepted.


Case 3: Our client, a firm of solicitors with several offices across the South of England, asked us to review their complicated bonus systems, a legacy of numerous mergers.  A Rupert Merson LLP partner designed new incentive arrangements for implementation across the firm that were simpler and tied to firm strategy.


Case 4: Our client, a multi-site professional service firm, asked us to review their staff and partner appraisal systems.  We designed and implemented new 360 degree appraisal mechanisms for them.


Case 5: Our client was a major national not for profit.  Rupert Merson LLP partners helped the organisation conduct a nine month strategy review, a process which involved more than hundred members of the organisation in a complex programme of stakeholder analysis, and ended in a five year top-level plan, and a detailed 12 month action list.


Case 6: Our client was a significant family-owned Middle Eastern food import and distribution business.  We conducted a comprehensive organisational and strategy review and then worked with the new Chief Executive to initiate the implementation of the new plans.  We then worked with the family itself on establishing governance arrangements for the family and the business.


Case 7: Our client was a privately held, complex organisation, with several hundred shareholders, including both corporate shareholders and individuals, a multi-national service offering and client base, and plans to take on institutional finance.  A Rupert Merson LLP partner responded to a request to review the existing board structure and performance and make recommendations for change.

Case 8: Our client was a long-standing, multi-site national not-for-profit, with a full-time professional management team, and a capable board of trustees comprising professionals with a passionate interest in the organisation’s well-being.  A partner from Rupert Merson LLP was asked to lead a review of board and management structures and make recommendations for change.


Case 9: Recent recruitment assignments conducted by Rupert Merson LLP partners include:


  • Financial Director for Private Hospital
  • Financial Director for privately owned publishing firm
  • Commercial Director for privately owned Financial Services Firm
  • Chief Executive for leading barristers’ chambers
  • Financial Director for family-owned retail chain


Case 10: Our client was a small, fast growing, prize-winning management consultancy, newly converted from a partnership to an incorporated entity.  We designed and delivered a three module business education programme for senior managers and directors on corporate strategy, directors responsibilities, and financial management.


Case 11: Our client, a leading property services consultancy, asked us to design and deliver a solution to improve new partners’ understanding of the role of partner.  We designed a two day, case-study based education programme, which has been run three times for groups of 12 partners.


Case 12: Our Client is a successful, privately owned insurance broker with growth ambitions.  In recent years as the business has grown it has gone through numerous transforming events including acquisitions, external injection of finance.  Now it is working towards listing.  Rupert Merson sits on the company’s remuneration committee and provide expert external advice to the committee members on remuneration strategy for board directors.


Case 13: Our client is a successful, privately owned financial services business, with interests in several countries through out the world.  Family owned, the UK business is led by the son of the founder, who is being groomed for leadership of the business.  Rupert Merson LLP have provided counselling and coaching support services to the UK CEO.


Case 14: Our client, a significant not-for-profit, asked us to review the structure of its accounting function and advise on department structure, resourcing, reporting lines and outputs. 


Case 15: Our client, a successful family-owned brewery, was anticipating the imminent retirement of the founding first generation.  We ran a process for the family and non-family senior management exploring how the second generation might take over the business in due course and how this related to the personal plans of all stakeholders.


Case 16: Our client was a major PLC interested in helping its client relationship managers better understand the issues and problems facing their entrepreneurial clients.  Rupert Merson designed a programme for the client, delivered in conjunction with a leading business school, to over 100 of the client’s managers.