Primeast had worked with Arqiva since 2007 providing management development for both new managers and managers moving to more senior positions however this had been a select population.

An automotive component manufacturing business was looking for a partner to both develop their team-building process, and provide opportunities for their teams to acquire skills for continuing team development back at the workplace.

Primeast were asked to support the organisation having completed the purchase of another business off-shore to help synthesise cultures and as part of a financial improvement plan for the company.

Cape plc, a global leader in industrial services, had ambitions to transform their corporate culture, adding to their already enviable reputation for delivery capability to clients, team and personal performance, and enhanced workplace safety.

Primeast was engaged to design and deliver a programme to support employees in adapting to and upskilling for successful hybrid working, ensuing its success.

Working closely with Cedo, Primeast designed a customised, rich learning experience to develop and grow a strong management team who would work more effectively together and deepen their understanding of the whole business.

With a significant new product to trial and a partnering contract research organisation (CRO) on board, our client’s European clinical operations team faced a daunting task in getting a robust trial up and running across four continents.

gTech wanted to create an experience where the senior leadership team of a division could come together to discuss and get clarity on one of their key business drivers – providing outstanding customer service.

In 2003 The Honda Institute identified the need for a leadership development programme for their UK dealer network that would specifically improve their customer satisfaction – as measured in particular by the global J D Power survey.

Primeast were commissioned to implement a programme with the aim of establishing a performance culture that valued the individual. Integral to this was introducing the philosophy of playing to strengths.

In 2013 BlueWater (now part of Primeast) won an opportunity to provide a management succession programme for the KMUK dealer network. KMUK recognising that management is key to the success of their dealerships, wanted to offer an impactful programme of development for managers aspiring to progress in the sector and with the KMUK franchise.

Novartis Oncology identified the need to offer a cross section of their management teams the opportunity to look ‘outside the box’ by looking ‘inside the person’, not only acknowledging the obvious need within their business for a people-oriented approach, but to recognise and develop the concept of Emotional Intelligence (EI).

Primeast was selected to support the European business centres because of past organisational development experience with the client.

In July 2016, the other shareholder in an aerospace joint venture business decided to exercise their option to sell. To oversee an orderly transition of assets and people to the parent company, Rolls-Royce formed an integration team.