JPS Resourcing
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We deliver measurable, tangible results directly impacting our partner's success - Something we are very proud of.
Case Study
Repositioning an SAP Partner for Programme-Level Growth.
A decisive investment in repositioning delivered a first-year ROI of over 300%, unlocking multi-million-pound programme revenue, £500K+ in cost savings, and increased enterprise value.
ABOUT THE CLIENT The client is an established SAP Partner organisation delivering enterprise transformation programmes across multiple industries. The organisation operates within a highly competitive ecosystem, where access to programme- level work is critical to maintaining revenue, visibility, and long-term growth. Over time, the organisation experienced a decline in market visibility, resulting in reduced access to the programmes that define its commercial performance and strategic positioning. THE BUSINESS CHALLENGE The SAP Partner was not being considered or selected for key programmes. Despite a strong track record delivering enterprise transformation, the organisation had fallen out of the environments where programme-level decisions were made. Across the market, major programmes were being shaped, partners were being selected, and long-term delivery relationships were being formed. The SAP Partner organisation was not in the room. In response, their natural instinct was to increase pipeline activity. More opportunities were pursued, more effort was applied, and broader coverage was attempted. However, this did not improve outcomes. The SAP Partner continued to experience slower deal conversion, extended sales cycles, and a less reliable pipeline, as an indicator of future revenue. Over time, this created a structural imbalance, increasing effort, declining conversion, and reduced confidence in commercial outcomes. At leadership level, the gap between effort and outcome became increasingly visible, raising concerns around market position and future growth. This culminated in increased pressure across the organisation. KEY CHALLENGES 1. Reduced Market Visibility Presence within decision-making environments had weakened. 2. Lack of Programme Consideration The organisation was not being invited into programmes that define growth. 3. Declining Deal Conversion Increased pipeline activity failed to translate into secured work. 4. Revenue Uncertainty Forecasting became increasingly unreliable. 5. Increasing Internal Pressure The gap between effort and outcome created sustained leadership concern. THE TURNING POINT The turning point came with a clear realisation: This was not a pipeline activity problem. It was a positioning problem at the point of selection. Without addressing this, further activity would only increase effort without improving results. SOLUTION DELIVERED JPS Resourcing focused on addressing where the organisation had fallen out of consideration and why this had occurred. The intervention centred on resetting the organisation's market positioning, ensuring alignment with current market demand and re-establishing its presence in programme selection environments. This included: ● Reset market positioning Aligning how the organisation is perceived with how clients evaluate and select SAP Partners. ● Reconnect capability to demand Ensuring the organisation’s strengths were clearly positioned against the types of programmes being secured in the market. ● Target the point of selection, not the point of opportunity Moving away from broad pipeline generation towards focused engagement where decisions are made. ● Re-establish visibility in programme-level decision environments Ensuring the organisation was present where partner selection decisions were being shaped and influenced. ● Build consistent presence and engagement Creating sustained visibility within key decision-making environments, rather than intermittent or reactive activity. This approach shifted focus away from increasing pipeline activity and towards targeted positioning at the point of selection. BUSINESS OUTCOMES The shift in positioning directly changed where the organisation was included and how it was evaluated. As access to programme-level environments was restored, the organisation moved from being outside of consideration to being actively shortlisted and selected. This reconnected effort with outcome and restored the organisation’s ability to convert opportunity into secured work. 1. Strengthened market position Visibility and relevance within the SAP ecosystem improved, enhancing competitiveness against other partners. 2. Restored access to key programmes The organisation was reintroduced into programme-level environments and shortlisted for high-value transformation work. 3. Improved deal conversion Opportunities progressed more effectively through to selection, increasing the return on pipeline activity. 4. Increased revenue predictability More consistent access to programme-level work improved forecasting and commercial stability. 5. Renewed leadership confidence Clarity across positioning and performance restored confidence in pipeline quality and future growth. THE IMPACT The impact was clear, measurable, and recognised at both commercial and market level. What had been a position of reduced access and declining confidence shifted to one where the organisation was actively competing for and securing the work that defines growth. ● Strengthened market position to support private equity backing Improved visibility, credibility, and performance contributed to successful investment and future growth potential. ● Secured multi-million-pound programme work Gained access to and won transformation programmes that were previously out of reach. ● Delivered over £500K in annual cost savings Achieved across the engagement, improving EBIT and overall financial performance. ● Achieved 93% NPS (Net Promoter Score) Demonstrating strong delivery outcomes and sustained client confidence. Beyond these results, the organisation is now positioned to consistently access, compete for, and secure high-value programme work. The shift is embedded in how the organisation now operates, engages, and is evaluated within the market. CONCLUSION The organisation gained access to the programmes that define commercial success by addressing the root cause of the issue, not pipeline activity, but lack of consideration and selection due to positioning. By resetting positioning, re-establishing presence, and aligning capability to demand within programme-level decision environments, the organisation restored its ability to secure work, improve performance, and strengthen its position in the market. Effort is now aligned to outcome. Pipeline activity is supported by real access. Growth is driven by positioning. YOUR NEXT STEP If your organisation isn’t being selected for key programmes, it’s a positioning issue. Click below to contact JPS Resourcing. James@jpsresourcing.com 07594518633 Jpsresourcing.com
Case Study
Structuring Investment to Enable Scalable Growth and Commercial Control.
A decisive investment in structuring capability delivered a first-year ROI of over 150%, reducing cost inefficiency and enabling controlled, scalable growth.
ABOUT THE CLIENT The organisation is an SAP Partner delivering enterprise transformation programmes in a highly competitive and evolving market. As growth ambitions increased, the business entered a deliberate investment phase, preparing to scale delivery and compete for larger programmes. The priority was to ensure that investment translated into controllable structure, capability, and delivery readiness, without introducing cost inefficiencies or operational risk. THE BUSINESS CHALLENGE The organisation was investing in its future, but without a clear, structured model to support that investment and drive commercial performance. As investment increased, so did cost, but without a consistent structure to ensure that spend supported scalable growth. Costs were rising, but not consistently contributing to long-term value. There was limited clarity on how investment translated into future delivery capability, and no consistent framework to ensure that resource decisions aligned with strategic objectives. At leadership level, the concern was clear: The organisation was investing, but without the visibility, structure, or control required to scale effectively. THE TURNING POINT The turning point came with the realisation: This was not an investment problem. It was a structural one. Without change, further investment would have continued to increase cost without improving delivery readiness or commercial performance. SOLUTION DELIVERED JPS Resourcing operated as a Strategic Growth Partner, focusing on structuring the organisation’s investment across market positioning, internal capability architecture, and delivery readiness. The approach shifted the organisation from fragmented investment activity to a structured, capability-led model aligned to future programme delivery. This included: ● Strengthening the organisation’s market positioning to support access to future transformation programmes ● Defining a clear capability architecture aligned to target programmes ● Structuring roles, teams, and delivery functions for consistency at scale ● Creating visibility across where investment supported growth and where it introduced risk ● Aligning capability with demand to ensure deployment readiness ● Enabling leadership to make informed decisions across cost, risk, and delivery This resulted in a fundamental shift, Investment was no longer absorbed through fragmented and disconnected activity, it became controlled, visible, and directly linked to delivery outcomes and scalable growth. BUSINESS OUTCOMES The introduction of a structured, capability-led investment model fundamentally changed how the organisation operates, and how investment translates into both current performance and future scale. Leadership now has clear visibility across capability, cost, and risk, enabling faster, more confident decision-making aligned to growth objectives. The organisation is now operating from a position of strength and control. This shift has not paused at stabilisation. It has created momentum. ● Stronger Market Positioning The organisation is now better positioned within the SAP ecosystem, improving its ability to access, compete for, and secure both current and future transformation programmes. ● Defined and Deployable Capability Architecture Internal capability is clearly structured, aligned to programme demand, and ready to be deployed as opportunities emerge. ● Confident and Aligned Leadership Decision-Making Leadership now operates with clarity across capability, cost, and risk, enabling faster, more confident decisions aligned to strategic objectives. ● Controlled, Intentional Investment Investment is now structured and aligned to long-term objectives, ensuring that growth is supported without introducing inefficiency or risk. ● High Level of Delivery Readiness The organisation is in a position to respond to programme demand as it materialises, maintaining performance and protecting delivery standards. ● Positioned for Future Growth Targets With strong foundations in place, the organisation is now equipped to pursue future growth targets with confidence, knowing that capability, structure, and positioning are aligned to support scale. THE IMPACT The impact is clear, measurable, and embedded in how the business now operates, while enabling continued growth with scale control and consistency. The organisation is no longer absorbing costs through fragmented and disconnected approaches. ● Delivered £41,800 in cost savings within 7 months, demonstrating immediate commercial efficiency compared to traditional approaches ● Achieved up to £37,986 in annual savings, through a more structured and controlled operating model ● Established a scalable and repeatable framework, ensuring cost efficiency is maintained as demand increases ● Enabled £70K–£90K in projected savings over the next 12 months, based on continued alignment of investment and delivery Beyond these immediate outcomes, the organisation is now positioned to execute the next stage of its growth journey. As the business scales, growth becomes deliberate, driven by clear decisions on where to expand, how to deploy capability, and how to sustain delivery confidence. With a clear path into the next phase of growth, the organisation takes on larger, more complex programmes and expands in line with its strategic objectives. This enables the business to: ● Strengthen its ability to secure programme-level work ● Deliver large-scale transformation programmes with confidence ● Evolve organisational design in line with targeted growth ● Scale infrastructure in line with increasing demand ● Build long-term capability to support sustained expansion Growth is no longer constrained by structure or visibility. It is directed, controlled, and aligned to commercial performance. CONCLUSION The organisation addressed its growth challenge by restructuring how investment translates into capability, delivery, and commercial performance, moving from fragmented spend to a model where investment is visible and directly linked to delivery outcomes. This shift has given leadership the ability to make deliberate decisions on where to invest, how to deploy capability, and how to scale delivery in line with demand. The organisation now takes on growth with confidence, expanding in line with demand while maintaining delivery performance and cost control. YOUR NEXT STEP If your organisation is investing for growth but not seeing control or scale, it’s a structural issue. Click below to contact JPS Resourcing. James@jpsresourcing.com 07594518633 Jpsresourcing.com
Case Study
From Commercial Opportunity to Live Programme Delivery.
A structured investment in organisational capability enabled an SAP Partner to enter a new area of the market, establish live programme delivery and generate £200K+ in estimated programme revenue.
ABOUT THE CLIENT The organisation is an established SAP Partner delivering enterprise transformation programmes across multiple areas of the SAP market. As the organisation looked to expand its commercial reach, it identified an opportunity to pursue work in an area where it did not have established capability. The opportunity presented clear commercial potential, but pursuing it successfully required the organisation to develop the capability, structure and delivery readiness needed to support it. THE BUSINESS CHALLENGE The SAP Partner wanted to pursue work in a new area of the market, but did not have the capability required to support the opportunity. There was no established capability leadership in place, and the organisation did not yet have the structure, processes or systems required to build and support the capability effectively. This created a clear gap between commercial ambition and organisational readiness. The Partner could pursue the opportunity, but without the right capability behind it, there was a risk that what was being taken to market could not be credibly supported or successfully delivered. At leadership level, the challenge was clear: The commercial opportunity existed, but the organisation was not yet structured or equipped to convert it. THE TURNING POINT The turning point came with the realisation: This was not simply a resource requirement. It was a capability and organisational readiness challenge. Before the opportunity could be pursued effectively, the organisation needed to establish the capability and supporting foundations required to compete and deliver. SOLUTION DELIVERED JPS Resourcing focused on building the capability required to support the organisation's commercial ambition and enable it to pursue the opportunity with confidence. The intervention centred on establishing the structure, processes and systems required to build capability around the opportunity and strengthen the organisation's position as it progressed. This included: ● Defining the capability required to support the commercial opportunity. ● Establishing the structure, processes and systems needed to build and support that capability. ● Bringing in senior capability leadership to provide the experience, credibility and direction required to pursue the opportunity. ● Aligning the developing capability with the organisation's commercial positioning and the requirements of the end client. ● Expanding the capability further with supporting domain expertise as the opportunity developed. ● Ensuring the organisation had the capability required to support both the commercial pursuit and subsequent delivery. This resulted in a fundamental shift. The organisation moved from identifying an opportunity it did not have the capability to pursue, to establishing the leadership, supporting expertise and organisational foundations required to compete for and deliver the work. The capability did not remain static as the opportunity developed. It expanded around what the end client required, strengthening the organisation's positioning and its ability to convert commercial ambition into delivery. BUSINESS OUTCOMES The development of capability directly changed what the organisation was able to pursue and deliver. With the right leadership, supporting expertise and organisational foundations in place, the Partner moved from identifying an opportunity outside its existing capability to competing within a new area of the SAP market. As the opportunity developed, capability expanded alongside it, strengthening both the organisation's commercial positioning and its ability to meet the requirements of the end client. ● Established Capability in a New Area The organisation developed the leadership and supporting expertise required to pursue work in an area where it previously had no established capability. ● Stronger Commercial Positioning The Partner was able to present a credible proposition supported by the capability required to compete for the opportunity. ● Expanded Capability Around Client Demand Supporting domain expertise strengthened the initial capability as the requirements of the end client became clearer. ● Aligned Commercial and Delivery Capability The capability being taken to market was supported by the expertise and organisational foundations required to deliver successfully. ● Converted Commercial Ambition into Live Delivery The organisation progressed from identifying the opportunity to securing the work and is now actively delivering it. The organisation has moved beyond entering a new capability area. It now has established leadership, supporting expertise and delivery experience that strengthens its position for future opportunities. THE IMPACT The impact is clear, measurable, and directly linked to the organisation's ability to convert a new area of capability into commercial performance. The organisation is no longer pursuing an opportunity without the capability required to support it. ● Generated £200K+ in estimated programme revenue, creating commercial value from an area where the organisation previously had no established capability ● Established leadership and supporting domain expertise, creating the capability required to compete for and deliver the programme ● Expanded the organisation's position within the SAP market, enabling it to operate within an area that had previously sat outside its established capability ● Created an additional platform for future revenue, with established capability, client delivery experience and greater credibility to support future opportunities Beyond these immediate outcomes, the organisation is now actively delivering within an area of the market it had previously been unable to pursue. What began as a commercial opportunity has developed into an established capability, live programme delivery and an additional source of revenue. As the capability develops, the organisation is now positioned to build on that delivery experience, pursue further opportunities and generate continued commercial value from the capability it has established. CONCLUSION The organisation identified a commercial opportunity in an area where it did not have the capability required to compete or deliver. Rather than pursuing the opportunity without the organisational foundations to support it, capability was developed around the commercial direction of the business. Leadership capability was established, supporting domain expertise was added as the opportunity developed, and the organisation's positioning strengthened alongside it. This enabled the Partner to move from commercial ambition into live programme delivery, generating £200K+ in estimated programme revenue from an area where it previously had no established capability. The organisation is now positioned to build on this foundation, pursue further opportunities and continue generating commercial value from the capability it has established. YOUR NEXT STEP If your organisation is pursuing new opportunities but is not equipped to convert and deliver them, it’s an organisational readiness issue. Get in touch. James@jpsresourcing.com 07594518633 Jpsresourcing.com
Case Study
Client Confidence Is What Turns Programme Delivery into Commercial Growth.
A focused intervention in delivery alignment restored client confidence, expanded programme delivery and developed the relationship to represent £2M+ in programme value, with a pathway towards RPO.
ABOUT THE CLIENT The organisation is an established SAP Partner delivering SAP transformation programmes. The Partner had secured an important client engagement and was responsible for supporting an ongoing transformation programme. However, the engagement was under significant pressure. People were leaving, the account lacked the structure and processes required to support delivery, and client confidence had declined. What had started as an important client engagement had developed into a relationship at risk. The immediate focus was to stabilise delivery, rebuild client confidence and strengthen the relationship to secure the future of the engagement. THE BUSINESS CHALLENGE The SAP Partner had secured the client engagement, but was struggling to maintain the confidence of the client. The structure, processes and systems required to manage and support the engagement were not in place. As a result, delivery became increasingly difficult to sustain. People were leaving, continuity was being lost, and confidence in the Partner continued to decline. The relationship had become increasingly difficult to recover, placing both the existing engagement and the wider client relationship at risk. This created a significant commercial challenge. The Partner was not only at risk of losing work it had already secured, but also the opportunity to develop the relationship and expand its position with the client. At leadership level, the position was clear: The SAP Partner had secured the client, but was at risk of losing both the engagement and the future commercial value of the relationship. THE TURNING POINT The turning point came with a clear realisation: This was not a problem of winning the work. The work had already been secured. It was a client confidence and delivery problem. Without addressing the structure, processes and people supporting the engagement, the Partner risked losing both the client relationship and its future commercial potential. SOLUTION DELIVERED JPS Resourcing focused on addressing the underlying issues affecting the client engagement and restoring confidence in the SAP Partner. The intervention centred on strengthening the structure, processes and systems around the engagement, creating greater stability and consistency across how the Partner operated and delivered. This included: ● Establishing greater structure across the engagement Creating clear ownership, accountability and consistency across how the engagement was managed. ● Introducing defined processes and systems Putting in place the operational foundations required to support greater control and consistency. ● Reshaping how the engagement was supported Addressing areas of instability and ensuring the Partner was structured appropriately around the requirements of the programme. ● Strengthening delivery continuity Reducing disruption across the engagement and creating greater stability in how delivery was supported. ● Aligning the Partner more closely with client expectations Ensuring how the engagement was managed and delivered reflected what the client required. This resulted in a fundamental shift. The engagement was no longer operating through instability and inconsistent management. It became structured, controlled and aligned around successful client delivery. Client confidence was rebuilt, the relationship stabilised, and the Partner moved from protecting an engagement at risk to strengthening and expanding its position with the client. BUSINESS OUTCOMES The changes made across the engagement fundamentally changed the position of the SAP Partner with the client. As greater structure, control and consistency were established, client confidence returned and the relationship moved from being at risk to one with renewed commercial potential. The Partner was no longer focused on protecting an engagement under pressure. The relationship was developing, its position with the client was strengthening, and further programme work followed. ● Restored Client Confidence Greater stability, consistency and control rebuilt confidence in the Partner and its ability to deliver. ● Stabilised the Client Relationship The Partner recovered a relationship that had been at risk and strengthened its position with the client. ● Expanded the Client Relationship What had been an engagement under pressure developed into a broader and more commercially valuable relationship. ● Selected for Further Programme Work The Partner's strengthened position resulted in its selection to support the next stage of programme delivery. ● Extended Programme Delivery Further programme work moved into delivery, increasing the scale and commercial value of the relationship. The relationship did not simply recover. It grew. The Partner moved from being at risk of losing the client to expanding its position, delivering further programme work and establishing a pathway towards RPO. THE IMPACT The impact is clear, measurable, and reflected in both the commercial value of the client relationship and the Partner's position with the client. What had been a relationship at risk shifted to one where confidence was restored, the relationship expanded and further programme work moved into delivery. ● Developed the client relationship to represent £2M+ in programme value The relationship progressed from an engagement under significant pressure to continued and expanded programme delivery. ● Expanded the Partner's position with the client Restored confidence strengthened the relationship and resulted in the Partner being selected to deliver further programme work. ● Extended the relationship beyond the original engagement Further programme work moved into delivery, increasing the commercial value and strategic importance of the client relationship. ● Established a pathway towards RPO The development of the relationship created a pathway towards a broader and more strategic partnership with the client. Beyond these immediate outcomes, the Partner is no longer focused on protecting a client relationship at risk. The relationship has expanded, further programme work has moved into delivery, and the Partner has strengthened its position with the client. What began as a relationship under significant commercial pressure has developed into £2M+ in programme value and a pathway towards a broader strategic relationship. CONCLUSION The organisation protected and developed an important client relationship by addressing the underlying issues affecting client confidence and delivery. By strengthening the structure, processes and systems supporting the engagement, the Partner restored stability, rebuilt client confidence and strengthened its position with the client. The relationship moved from being at risk to expanding into further programme delivery, developing to represent £2M+ in programme value and creating a pathway towards RPO. The Partner is now positioned to build on this progress, with stronger structure, processes and delivery foundations supporting how it manages client relationships, delivers programmes and creates future commercial growth. YOUR NEXT STEP If your organisation is securing work but struggling to maintain client confidence, it’s a delivery alignment issue. Get in touch. James@jpsresourcing.com 07594518633 Jpsresourcing.com
" We recorded a short-form podcast, “The Power of Information During Disruption,” a nine-minute conversation on how SAP clients can navigate ERP transformation. James’ talent for simplifying complex ideas made the experience seamless and impactful, bringing sharp editorial insight and a deep understanding of our audience.
Beyond the podcast, James helped craft profile summaries that capture both professional credentials and personal energy. His writing is concise,compelling,
and elevates the positioning of everyone involved.
James is thoughtful, creative, and collaborative—perfect for thought leadership, content series, or communicating complex ideas with clarity and impact. "
Vincent Kruse
Category: The Changemakers collective, UNSTUCK, Strategic growth partner
" James brings the expansive, strategic mindset we look for in top transformation leaders, those shaping not just organisations, but entire industries.
In a field where we often overlook our own career foresight, James offers a timely guide. He distils the mindset and methods of high performers into a clear compass for those ready to lead with purpose and impact. His ability to connect big-picture strategy with practical, actionable steps makes his guidance both inspiring and immediately useful. Beyond strategy, James demonstrates a rare blend of empathy and insight, helping leaders navigate complex challenges while staying true to their vision. Working with him not only sharpens professional acumen but also instills confidence to drive meaningful change. "
Bernie Kelly
Caterogy: UNSTUCK
" I highly recommend James for his exceptional skill in crafting compelling, strategically tailored CVs. He has a remarkable ability to highlight key strengths and align professional narratives with industry expectations. I found that James could reduce the noise in my CV while still retaining essential detail, a balance that truly sets him apart. Whether refining an existing 4+ page CV or creating one from scratch, James delivers results that not only improve clarity but also enhance career prospects. His thoughtful approach, attention to detail, and understanding of what employers are looking for make working with him an invaluable experience. "
Lee Arkins
Category: SAP Standout Positioning Pack
" I’ve had the pleasure of working with James Strobel for several years, starting when he secured a contract for me with Resulting IT.
Most recently, we collaborated on a series of podcasts about SAP’s Application Lifecycle suite.
James brings a remarkable work ethic, self-motivation, and openness to new ideas. His ability to innovate and adapt in dynamic environments is truly inspiring.
He also has exceptional insight into SAP resourcing trends, providing valuable guidance and clarity.
I wholeheartedly recommend James to anyone seeking a dedicated, insightful, and innovative professional. Any organization would be fortunate to have him on their team. "
Graham Henderson
Category: Recruitment, SAP unwind, UNSTUCK, Strategic growth partner
" Our team needed training on our new SAP S/4HANA system. The trainer JPS Resourcing provided made sure the team thoroughly understood how our new system worked. They even gave us clear instruction manuals to follow. Now we're 15% faster, which we think will save us about £100,000 every year. "
Heidi Lang
Category: JPS Resourcing