Challenge
The UK business of a global enterprise technology and transformation consultancy was entering a period of accelerated growth, serving enterprise clients across multiple industries and transformation programmes.
While the organisation had strong delivery capability and technical depth, revenue ownership remained fragmented across Partners and practices. Leadership recognised that the existing partner-led selling model would not scale effectively and risked creating misalignment between sales growth, delivery capacity, and operational performance.
The business needed to establish clearer accountability across enterprise sales, offering strategy, and delivery execution, without increasing utilisation pressure or destabilising growth.
Why River
River was engaged for its ability to support complex leadership transformation programmes at scale, combining organisational design insight with senior commercial hiring capability.
The mandate required a partner capable of advising on growth leadership structures, benchmarking senior talent, and appointing commercially credible operators able to lead enterprise growth within a domain-led model.
Approach
- Worked closely with the CEO, Industry Heads, and senior Partners to design a domain-led growth leadership structure
- Supported the appointment of Director and VP-level growth leaders accountable for enterprise revenue within defined industry and capability domains
- Helped transition the organisation from transactional, partner-led selling toward a structured land-and-expand enterprise growth model
- Identified and appointed domain-level P&L leaders responsible for offering strategy, commercial performance, and delivery alignment
- Assessed leadership talent on enterprise sales capability, operational credibility, stakeholder influence, and ability to scale within a matrixed consulting environment
- Ensured growth leadership decisions were aligned to delivery realities, utilisation management, and long enterprise buying cycles
Outcome & Impact
- Supported the scaling of the UK business from approximately 1,000 to more than 7,000 employees over a three-year period
- Embedded domain-level ownership of enterprise revenue and delivery accountability
- Strengthened alignment between commercial growth, offering strategy, and operational execution
- Improved enterprise client accountability across key growth domains
- Enabled sustained growth without destabilising delivery performance or utilisation