Real research. Real organisations. Real impact.

Challenge

The client had deployed machine-learning models across claims and underwriting but lacked a governance framework to satisfy FCA expectations on algorithmic accountability.

Approach

Using an action-research methodology embedded in the client's risk team, the researcher developed a three-tier governance model: model-level audit, committee oversight, and board-level AI risk reporting.

Impact

Framework adopted across the group's UK and European operations. Now cited in two industry whitepapers on responsible AI in insurance.

Challenge

Supervisor feedback scores had declined for three consecutive years, with doctoral researchers citing inconsistent guidance and unclear milestone expectations.

Approach

A mixed-methods study combining longitudinal supervisor surveys, researcher focus groups, and a co-designed CPD intervention across four faculties.

Impact

Supervisor confidence scores rose 34%. The CPD framework was adopted as institutional policy and is now offered as an external service to two partner universities.

Challenge

Six mid-cap companies struggled to demonstrate credible ESG progress to institutional investors, with reporting perceived as boilerplate.

Approach

Comparative case-study methodology across all six firms, triangulating annual report analysis, investor interviews, and a board sentiment survey.

Impact

Produced a sector-specific ESG materiality matrix. Three participants restructured their sustainability committees based on the findings. Best Paper Award, DCUK Symposium 2024.

Challenge

Post-pandemic demand for digital health services outpaced the group's technology capability, creating service bottlenecks and staff burnout.

Approach

Design-science research producing a phased digital-maturity roadmap, piloted across 12 sites before group-wide rollout.

Impact

Patient wait times reduced 22%. Digital consultation uptake tripled within six months. The roadmap is now licensed to two other pharmacy groups.

Challenge

The client experienced three major supply disruptions in two years, exposing a dependency on single-source suppliers and just-in-time inventory models.

Approach

Embedded ethnographic study of procurement decisions combined with Monte Carlo simulation of alternative sourcing strategies.

Impact

Multi-source strategy implemented for 8 critical ingredients. Simulated disruption impact reduced by 60%. Findings presented at the Academy of Management annual meeting.