BRAND & TALENT. UNLIMITED.

[Minimum 2 days / mo and 90 day commitment]

Global professional services brand outgrew its larger competitors in three-year period following brand and employer brand transformation services.
 

EY saw the opportunity with its new CEO-elect to map its path to the future as ESG, DEI, Cloud, AI and other trends were looming as market-changing trends for the Big Four and its competitors. Kevin Keohane led the team of consultants, creative directors, designers, copywriters and developers to work with the Global Executive to engage partners across member firms in the change opportunity, get them on board, and then delivered a breakthrough purpose-led brand that remains at the heart of brand, business and talent operations.

Leading soft drinks company reduced volume of unsuccessful applications and reduced time-to-fill critical roles following employer brand transformation.
 

Coca-Cola Enterprises was inundated with applicants for roles to the degree that the talent acquisition function was struggling to identify the right, best talent. Roles were going unfilled and some new hires were not succeeding. Kevin Keohane led the work to create an employer brand and value proposition that reduced the total number of applicants, increased the number of fit-for-role hires, and helped drive continuity in business operations. 

 A leading life sciences consulting organization acquired a specialist data business. Ensuring clear communication of the value and benefits — to both internal and external stakeholders – was critical to a successful acquisition and transition. 

Kevin’s team delivered smart pre-, during- and post-transition deliverables to make sure the transition was seamless and added rapid value.

 

This client refreshed more than a dozen new service offerings to drive $$MM pipeline opportunities following positioning and sales enablement deliverables and to grow eminence as a thought leader.
 

Kevin and his team created compelling, differentiating and distinctive go-to-market positioning, messaging, value proposition and sales enablement assets to drive awareness, demand generation and project conversion.

 

A global professional services business needed to convince its internal partners to accept a potentially disruptive but ultimately time and money-saving move to a shared service model spanning Finance, HR, Procurement and IT.
 

Kevin and his team worked with the vice chair and his executive team to develop a change management, stakeholder engagement and communication strategy to make the case for change and help ensure the transition had the support it needed to deliver on time and achieve the outcomes identified.