What teams say after working with Marrowdale.

The Challenge

Three senior consultants had left over a five-month period. With them went their understanding of specific client relationships, placement processes, and the informal workarounds the team had built up over years. New staff were taking longer than expected to get productive.

The Engagement

A Knowledge Snapshot session with the remaining team lead and two senior consultants. Marrowdale mapped which knowledge was documented, which existed informally, and which had been lost. The written findings identified three high-priority areas and suggested practical actions for each.

What Changed

Within six weeks, the team had documented their core placement process and created a simple client context sheet for each key account. Onboarding for the next new hire took roughly 30% less time than the previous cycle, by the team's own estimate.

The Challenge

The firm had grown from eight to twenty-six people in two years. Knowledge that had been easy to share informally at smaller size was now inconsistently held. Different teams were using different approaches for the same type of work, and quality was becoming variable as a result.

The Engagement

The Organising Advisory ran over five weeks. Sessions focused on identifying the most critical knowledge domains, designing a simple shared structure in the tools they already used, and creating templates for the three most common work types. Between sessions, the team populated the new structure with existing documents.

What Changed

By the closing session, roughly 70 documents had been reorganised into the new structure. The firm reported that new project kick-offs became more consistent because the relevant reference material was findable. Three templates from the engagement are now standard across all teams.

The Challenge

The department had been operating for fifteen years with strong informal knowledge but almost no written documentation. A planned restructuring would move several long-serving staff into new roles. Leadership wanted to capture critical operational knowledge before the transition, and build practices that would hold after it.

The Engagement

The Practice Programme ran over fourteen weeks. It covered knowledge standards, structured documentation of five critical processes, internal coordinator coaching for one senior staff member, and playbooks for three operational areas. Two mid-programme reviews adjusted focus as the restructuring timeline shifted.

What Changed

The restructuring proceeded with less disruption than leadership had expected. The internal coordinator continued maintaining the knowledge repository after the engagement closed. Six months on, the five critical processes are documented and in regular use by staff who joined after the transition.