Theo Keane

LEADER.CONSULTING

Expertise

Strategy development and alignment, cultural transformation, change and mobilisation, innovation.

Business highlights

Leader.Consulting | businessthreezero

Leading project teams to shape and deliver strategic change programmes for clients that include Aviva, LV=, Centrica, IHG and House of Fraser.

Senior Programme Manager | Nesta

Design and delivery of innovation programmes to help international NGOs and national governments transform the way they deliver services, including Oxfam, UN Development Programme, U.S. Agency for International Development and Rockefeller Foundation.

Business Transformation | BT Global Services

Continuous improvement projects with internal teams to design & embed new systems & processes, working across functions including HR, Global Sales and Marketing. Also led the Community Investment campaign for a flagship CSR partnership with Unicef.

Why I love what I do

Businesses are powered by their people. I get genuinely excited about creating things that make a real difference to the way people feel about the work they do and who they work for - from big strategic breakthroughs to small shifts in day to day behaviour. The reward is seeing people with renewed hope try things out and take pride in their role in transforming the business.

A business result I'm proud of

Working alongside the Liverpool Victoria (LV=) exec team to shape a new blueprint for the business and mobilise all 6000 people around it. In a time of significant industry and regulatory pressure, we helped the team land the purpose, strategy and culture needed to build the firm into a challenger brand, delivering an iconic leadership event (in an aircraft hangar!) to engage their top 300. Key strategic decisions resulting from the work include a joint venture with Allianz and the formation of LV= Tomorrow, a unit focused on bringing new insurance products and services to market, helping customers to ‘Live Confident’.

A business reinvention I admire

LEGO faced bankruptcy in the early 2000s after a failed move to diversify its product range to compete with increasingly varied competition, branching out into markets such as children’s clothes, video games, film licenses and theme parks. To retool the organisation, the business went back to basics by re-harnessing its core - the brick. This move revived the company’s purpose and enabled LEGO to build a product ecosystem around a single focus.

The company has since gone one step further in opening up its innovation process by crowdsourcing new product ideas from fans. LEGO has now returned to the mantle of the world's best-selling toy firm, having achieved sales growth every year for a decade.