JPS Resourcing
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Case Study Story
Access to key programmes in the SAP ecosystem is not
what it appears to be.
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.
07594518633
Jpsresourcing.com
Case Study Story
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
" 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