Case Studies
Featured - Pitchycoo Park
How Scoop turned five years of sales tools into three client-ready assets — in a morning
- Sales & Business Development Expert
Pitchycoo Park is a sales and business development consultancy run by Sarah Cooper 'Scoop', who has advised and mentored more than fifty clients over the last five years. Her best tools were locked in spreadsheets that only made full sense with her in the room.
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In one half-day session with Change Innovation - about three hours of working time, using a Claude project set up around her brand and voice - those tools became three client-ready assets: a Sales DNA assessment, a sales forecast and a sales pipeline, each opening with a "start here" page so clients can use them unaided.
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The traditional route - a designer, a developer, weeks of back-and-forth - became a morning on a sofa in Brighton. And because the Claude project was handed over at the end, Scoop can build the next tools herself.
"I'd snap Sarra up while you still can."
— Sarah Cooper, Pitchycoo Park
AI adoption
AI adoption strategy for a digital marketplace
- Digital Marketplace Founder
Context: Pressure to adopt AI in a fast-moving market, with legal and commercial risk in the background.
Decision: Where to apply AI, what risks were acceptable, and what should wait?
Outcome: Clear sequencing of use cases, with a realistic, defensible adoption path.
AI adoption
Using AI to increase output without losing your voice
- Creative Professional
Context: Desire to increase output with AI without generic work or reputational risk.
Decision: How to use AI to support output while keeping quality and originality?
Outcome: Higher volume with quality protected, using a simple, repeatable process with judgement in the loop.
Change Delivery
Branch transformation decisions for a UK retail bank
- UK Retail Bank
Context: Branch changes at a major UK retail bank sat at the overlap of customer outcomes, conduct risk, operations and reputation — under Consumer Duty, Access to Cash and FCA guidance on branch closures.
Decision: How to progress branch changes in a way that would be defensible internally and externally — including whether to close in tranches, all at once, or in smaller, more frequent releases?
Outcome: Board-level agreement to the recommended approach, and regulatory and executive engagement materials that measurably improved dialogue with the regulator during heightened scrutiny.
Change Delivery
Location strategy principles for a global bank
- Global Bank
Context: Location and right-shoring choices under cost pressure, spanning Singapore, India, New York and multiple UK sites — with union consultation adding complexity.
Decision: Which principles should govern onshore/offshore choices before any numbers were agreed?
Outcome: Managing Director-approved location principles, £3m+ of savings identified against them, and consultation delivered — consistent, explainable location decisions rather than savings-driven cuts.
Change Delivery
Making large-scale change data usable
- Global Risk Function in a UK Headquartered Universal Bank
Context: A global bank's risk transformation generated huge volumes of data — including a global activity analysis covering more than 450 roles across APAC, the Americas and EMEA — with a real risk of analysis paralysis.
Decision: What to offshore or redesign, and what not to touch?
Outcome: £5.6m of savings identified and approved, 79 efficiency and effectiveness opportunities shaped into a target operating model, and a current-state picture that leaders could build from.
Change Delivery
£6m savings without touching customer-facing roles
- UK Retail Bank
Context: Demand forecasts for financial assistance were volatile and workforce planning had to hold up under executive and regulatory scrutiny.
Decision: How many people were genuinely needed and where?
Outcome: Approval of c.1,500 additional customer-facing staff — a roughly 40% increase to departmental base. Identified £6m of non-customer-facing savings with £2.5m realised in the first phase of implementation.