Huntswood
Huntswood is a professional services firm, providing specialist resources and solutions to UK regulated organisations. Our mission is to work with clients to improve their performance and reduce their risk in regulated, highly complex, customer sensitive environments. We are a trusted partner to many leading organisations as a specialist provider of a range of people and consulting services.
Formed in 2000, we have become the 32nd fastest growing privately owned UK company, with over 300 employees, a bank of over 3,000 associates, and offices in Reading, London and Strathclyde. Our clients include the top six retail banks, life and pensions companies, general insurers, regulators, trade bodies, government departments and executive agencies.
Huntswood has worked with clients to develop best practice approaches to managing the implications of regulatory change:
• Huntswood offers a ‘triple-crown’ value adding consulting capability focusing on Regulation, Performance Improvement and Change Management
• Our clients can draw on our knowledge and practical experience of compliance and regulation, performance improvement and successful business unit and enterprise level transformation
• Huntswood has an unrivalled track record for delivering fast results in highly regulated, technically complex customer sensitive environments and understand the voice of all the key stakeholders: customers, employees, organisations, regulators and shareholders
• All our consultants are experienced in balancing the opportunity, cost and risk of increased regulation while achieving the best business outcome in terms of revenue stream protection and prudent cost management
• All Huntswood consultants are experienced professionals recruited from the UK’s leading businesses, regulatory bodies and international consulting houses
accreditations & policies
Management Consultancies Association Member 
Corporate social responsibility Diversity Supplier Environmental policy case studies
Transforming renumeration strategyHuntswood was engaged by a top-five UK retail bank to conduct a review of its Treating Customers Fairly (TCF) programme. It looked at how effectively its messages and desired behaviours had permeated across the bank.
As part of the third phase of the project, we made the business case for the bank to examine its reward strategy; our work had identified...
TCF-culture pragmaticOne of the UK’s leading high street banks began to address issues concerning its organisational culture in an effort to embed TCF well in advance of the December 2008 FSA deadline. As they progressed, they became increasingly aware that their activity in this area was disparate and largely tactical and that nothing seemed to connect the growing...
T&C FrameworkOur client, a UK top four retail bank, had undertaken internal and external reviews of their Training and Competence (T&C) regime, both of which emphasised the need for them to implement an holistic approach to T&C across all of their delivery channels.
Multiple delivery channels sold different products, in different ways to different clients and...
Selling Through ServiceEmployees working in the client’s contact centres were delivering great customer service: however they had difficulty closing sales and selling value-added products (insurance, car hire, hotels etc). The client’s answer, to run traditional ‘selling’ programmes, produced no discernable improvements. Our subsequent involvement...
Risk and compliance effectivenessSince N2, in response to the FSA Principle 3, the activity of adding new risks and controls to the risk database has dominated the style with which our client, a leading UK life insurance company, managed their operational risk. As a result our client had unfeasibly large numbers of risks recorded and even larger numbers of controls over these risks....
Pragmatic delivery of TCFOur client is the retail division of a leading UK bank providing financial products and advice to some 10 million UK customers. The retail division is a large complex organisation, and comprises a number of different distribution channels selling numerous group brands.
They had done little to engage with the FSA’s TCF initiative as they believed...
Delivering Performance ImprovementOur client, a major UK Insurer, had recently implemented new systems and reorganised their operations. However, neither of these changes had yielded the expected benefits leading to deterioration in service and higher costs. Our client had made good progress in operations management and wished to build on their achievements creating and embedding a...
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