Transformation done well can make a huge difference to an organisation's operation and performance, its people and customers. Unfortunately, transformation programmes have a poor track record of success... but this is wholly avoidable.

Digital, business or any other flavour of transformation is like an iceberg. There’s a lot that needs to be understood which isn’t visible or immediately obvious – the stuff you really need to be aware of to avoid ending up with the transformation programme equivalent of the Titanic.

Gary Burke

I am the principal service provider, providing services via my limited company, RFH, to address the lack of transformation success, where programmes fail to deliver the outcomes and benefits they should.

With over 30 years of experience across insurance (having started my career as a student actuary) and other regulated industries, I have successfully turned around failing programmes and delivered £multimillion transformation initiatives, implementing new technology, new operating models and ways of working.

I have guest lectured at Surrey University, speak about transformational change at conferences and am the author of A Transformation Lens, an Amazon bestseller and 2024 winner of the Goody Business Book Awards.

I have an extensive professional network and collaborate with trusted colleagues and partners when needed. I am part of the Camelot network where I head the Transformation Special Interest Group.

When and where appropriate I use the GC Index^® to help identify how people can maximise their impact – a key factor in the success of any transformation programme.

My approach

My approach is one of common sense and keeping everything as simple as possible. Transformation initiatives are complex enough without trying to be too clever and over-complicating things by design!

I always have my clients' best interests at heart, which is why I'll tell you what you need to know, not what you'd always like to hear!

I believe in doing the right things and doing them well. This doesn't mean chasing perfection but being realistic and pragmatic to add real value.

The management of transformation & change as a discipline is sector agnostic and I advise organisations from any industry on transformation best practice. However, when providing transformation programme leadership and direction, my primary focus is within insurance as it's the industry where I can add the most value given my:

• Breadth and depth of insurance knowledge and experience
• Access to expertise from across the insurance industry
• Holistic approach and real-world experience of successful transformation
• Focus on outcomes and the customer
• Application of common sense, pragmatism and realism
• Ability to join the dots, ask stupid questions and challenge the status quo