"We launched it, but nobody's using it properly."
People were told about the change, not prepared for it. Training landed too late and too generic.
Impact assessments and role-based readiness, started early.
UK-based business change consultancy, working worldwide.
People ready. Change realised.
Enablio helps organisations plan, prepare and land business change. Your teams adopt new ways of working with confidence, the change sticks, and the benefits you invested in actually show up.
Contract and project engagementsBased in Lancashire, working worldwide
"The best change managers don't make assumptions about who's impacted. They dig deeper and find out for themselves."Helen Fisher, founder of Enablio
UtilitiesAviationRetailHospitality
Recommended on LinkedIn by11 colleagues and clients
Experience on programmes at
Studio Retail GroupHi, I'm Helen. I make change workable for the people who have to live it.
Helen FisherFounder, Enablio
About Enablio
I started out in learning and development, moved into project management, and found my calling where the two meet: business change.
Over the last decade I've led change and readiness on major programmes in utilities, aviation, retail and hospitality, from setting up a change function at JD Sports Group to readiness on three strategic programmes at Yorkshire Water.
I set up Enablio to give organisations that experience directly. You get senior, hands-on support that puts customers and colleagues at the centre, stays commercially focused, and doesn't walk away once the project launches.
People firstListen, involve and support the people living the change.
PracticalPlans and tools teams can genuinely use.
Commercially focusedEvery activity tied back to measurable value.
Customer at the centreJourneys and insight shape every decision.
Qualified to deliver
PRINCE2 AgileProject management
APM PMQAssociation for Project Management
CIPDLearning and development
ILM Level 3Leadership
Lean Six SigmaYellow Belt
LPIPerformance consulting
Most programmes deliver the system. Far fewer deliver the change.
Why change stalls
The plan looks solid, the technology is ready, and still the new way of working doesn't stick. It nearly always comes down to the same three gaps.
"The teams on the ground found out last."
Stakeholders were mapped once and then forgotten. The people closest to the customer had no say.
Change champion networks and two-way engagement.
"We can't tell if it was worth it."
Benefits were written into the business case, then nobody owned them once the project closed.
Named benefit owners, baselines and tracking beyond BAU.
Practical support from first impact assessment to business as usual.
What I do
Bring Enablio in at the start to shape the change, or mid-programme when readiness needs a firm hand. Either way you get someone who has done it, on complex programmes, more than once.
Business change and transformation
Make the impact of change clear and manageable for every team it touches.
- Change strategy and integrated change plans
- Change champion and early adopter networks
- Stakeholder engagement and communications
Change impact assessment
A detailed assessment across every area of the business, so each change is fully understood and every impacted team is brought in as early as possible.
- Every function and team checked, nothing assumed
- People, process, technology and customer impacts
- Impacted teams identified and engaged early
- Impacts turned into clear actions in the change plan
Getting your people ready
Make sure every team knows what is changing, why, and what they need to do differently.
- Readiness frameworks, criteria and stage gates
- Readiness reporting for leadership teams
- Training and support through the switch
- Clean transition into business as usual
Process mapping and SOPs
Map how work really happens today and how it needs to work after the change, then write it down so it sticks.
- ‘As is’ process mapping
- ‘To be’ process design
- Gap analysis between the two
- Standard Operating Procedures teams can actually follow
Capability and learning
Define the skills the future organisation needs and build the route to get there.
- Capability frameworks and skills dictionaries
- Capability gap analysis and roadmaps
- Learning strategies, academies and pathways
- Leadership and behavioural development
Operating models and customer journeys
Turn strategy into a future state people can actually work in, designed around the customer.
- Target operating model design
- Roles, accountabilities and decision rights
- Current and future state journey mapping
- Service blueprints and cross-team hand-offs
Also on hand
Four steps from intention to impact.
How I work
Every programme is different, so the method flexes. The order doesn't. People are understood first, prepared properly, supported through the switch, and the benefits are tracked until they are real.
01
Understand
The customers, colleagues and commercial case. Who is affected, how much, and what success has to look like.
You getImpact assessment and stakeholder map
02
Prepare
Leaders aligned, plans joined up, and clear readiness measures every team signs up to.
You getIntegrated change plan and readiness criteria
03
Enable
The communication, engagement and learning that gives people confidence to make the shift.
You getChampion network and training plan
04
Realise
Support through the switch and handover, then tracking whether the expected benefits are landing.
You getHandover plan and benefits tracking
Programmes supported. Organisations strengthened.
Selected experience
Utilities, aviation, retail and hospitality. Delivered in contract and permanent roles, with detail kept high level where programmes are confidential.
Yorkshire Water Contract · Business Change Lead
Three strategic programmes, 21 months, one consistent approach to readiness.
Led business change, readiness, communications and engagement across Central Control Transformation, Project IRIS and the sewer network telemetry rollout, which passed its 2,000th sewer level monitor installation.
- Readiness framework and benefits insight for the Executive Board
- Early adopter network, testing and post-launch support
- Target operating model and capability skills matrix for the future-state team
Costa Coffee
Global capability and learning
Built capability approaches that worked across functions, platforms and markets.
- Global capability model and skills dictionary
- Sales Academy and capability academies
JD Sports Group
A change and readiness function, built from scratch
Set up consistent change and readiness inside Multichannel Technical Delivery.
- Stage gates and launch readiness criteria
- People impact assessments and change champions
Manchester Airports Group Business Change Manager
Change capability at enterprise scale
Supported people-centred change across a complex, always-on operation.
- Supporting several transformation programmes
Specsavers · Studio Retail
Commercial and business change in retail
Order management replacement, forecasting tools and a display-only model rolled out to UK and Ireland stores.
- Business change programme management
- Commercial project delivery
Having worked with business change managers before, my expectations of the role were modest. Helen completely reshaped that perception.Jennie Magee · Project Manager, Yorkshire Water
One of the best project managers I have encountered. Professional, pragmatic and incredibly knowledgeable about leading a complex programme end to end.Claire HillRetail Director, Customer Experience and Digital Transformation
A trusted pair of hands with exemplary consulting and partnering skills. Helen gets high quality outcomes that make a difference.Holly HurkettHead of Talent and L&D, Bupa Dental Care UK
She can quickly navigate complexity and make change happen, bringing the best of project and change methods in an effortless, pragmatic way.Gill Palfrey-HillVice President People, EMEA
Great PM and L&D skills make her an incredible asset in any transformation programme. Focus, emotional intelligence and pragmatism.Luke PhillipsDigital Transformation Leader
Brilliant at cutting through the detail to see what a project needs to succeed, and super clear on what's required from everyone involved.Ruth SouthGlobal Talent Development and Learning, Costa Coffee
She took responsibility for some of the biggest problems in the design phase of a multi-million pound programme.Toby ThurgoodUtilities Consultant, Baringa Partners
Flexible to where your programme is right now.
Ways to work together
Contract and interim
A Business Change Lead or Change Manager embedded in your programme team, on site and remote, for the length of the delivery.
Fixed-scope project
A clear piece of work with a clear end: a readiness framework, a target operating model, or a capability model.
Change health check
An independent look at a programme before it launches, with a plain-English report on what's ready and what isn't.
Got a change that needs to land?
Let's talk
Tell me where your programme is and what's worrying you. I'll come back within one working day with an honest view of whether I can help.