Sophie Grenville

MD.CONSULTING

Expertise

Organisation transformation, transformational leadership, brand building, proposition development, innovation, insight, leader facilitation, executive coaching.

Business highlights

Director and Managing Director | ?What If! Innovation
Led teams in both the Inventing and Transformation business to create momentum behind Innovation: Innovation Strategy, Process, Behaviours, Organisational Structure: Pernod Ricard, AbbVie, Tesco. Also responsible for people and culture, implementing significant internal restructure and change.

Director of Brand and Product Innovation | Yellowhammer, Leo Burnett, BANC
Focus on brand development, led strategy to create growth and employee engagement: Kelloggs, GlaxoSmithKline, Proctor and Gamble, BBC, Abercrombie and Kent.

Why I love what I do

I believe that there is much untapped potential sitting in every business. To unlock it takes clarity of purpose, strong relationships, self-awareness and the right processes and skills to get the best out of each and every one of us. A career that has involved working in many teams, both at a leading business level and project level. This has created a passion for finding ways to foster genuine collaboration and commitment to deliver the right impact, and to foster a working culture that is enjoyable, rewarding and commercially successful. That applies to both our clients and our B3.0 team and requires ingenuity, structure, insight and experience.

A business result I'm proud of

Partnering with a tech hardware giant to establish the new businesses that would launch them as leaders in emerging markets. By re-expressing their core assets, and elevating their printing proposition from a business of paper and ink to a business of information exchange, we unlocked new revenue opportunities for the core brands, and created a strategic vision that inspired the wider business to make these possibilities a reality.

A business reinvention I admire

I always find the saga of IBM a fascinating one. The PC-only strategy that made them leader in the 80's ended up toppling them in the 90's when PC-clones started flooding in. But rather than play price war, they realised the opportunity wasn't in the actual machines, but in the infrastructure that surrounds them. They turned themselves into an IT consulting company, and are the world's largest today.