Helping workplace and real estate leaders make important change hold together in practice.
Independent advisory for senior leaders — an honest read on what's actually happening, and clear recommendations on what to do next.
Twenty-five years on both sides of the table.
Selected Situations
Growth
(client-side)
Your business is growing, but you're concerned your workplace function won't keep pace.
You want growth to improve the employee experience, not create inconsistency, complexity and operational friction.
Major change
(client-side)
You're reshaping your workplace function, operating model or supply chain.
You need confidence that today's decisions will still work once they're translated into day-to-day delivery.
New business (provider-side)
You've won new business or are redefining your workplace strategy.
You want it shaped by someone who understands how clients buy, evaluate and experience workplace services.
Service performance
(provider-side)
Your clients expect more consistency than your current operating model is delivering.
You need an independent perspective to strengthen delivery, build trust and support long-term growth.
Why good workplace decisions lose their way
Across twenty-five years working with both organisations and service providers, I've noticed the same pattern appearing time and again.
Leadership agrees a direction. Programmes translate it into delivery. Suppliers interpret requirements. Operational teams adapt to local reality.
Every decision makes sense.
Yet collectively those decisions slowly move the organisation away from what leadership intended.
That's usually where I become involved.
Leadership Intent
Strategy
Programme
Suppliers
Operations
Workplace Experience
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How I help
My role is to help organisations understand what is happening, create clarity and ensure change works in practice.
I help leaders work out what's actually happening — so the right problem gets solved, not the obvious one.
I get the right people aligned on it — so decisions hold, instead of unravelling once they reach delivery.
And I turn those decisions into something operations can actually run.
No methodology imposed on the situation.
You work directly with me throughout.
Much of this work is coaching in practice — supporting the leaders responsible for making the change hold.
Most engagements start with a conversation. From there it's usually a short diagnostic or day-rate advisory — scoped around the situation, not a product.
Experience
Twenty-five years inside global organisations and alongside the providers serving them.
Global workplace function transformation
Led strategy and operations for global real estate across 30+ sites at Electronic Arts, restructuring siloed functions under unified governance.
Impact: 90%+ budget accuracy in capital delivery and total elimination of audit findings.
Service provider EMEA expansion
Directed facilities operations for Google’s Tier 1 EMEA offices with Aramark, managing delivery through high-stakes growth periods.
Impact: Scaled operations through 60% expansion and successfully opened new markets in Poland, Germany, and France.
Multi-site operational optimisation
Managed workplace and indirect procurement for 24 UK offices at at Global Media & Entertainment, overseeing £16M in budgets.
Impact: 20% cost reduction on contracts and 10% occupancy gains while maintaining service stability.
Complex multi-site mobilisation
Led a €12.5M European contract for Aramark supporting Nike, overseeing 200 retail stores and the European HQ.
Impact: Mobilised multi-country services under tight timelines to build long-term client trust.
Remote-first global operations
Oversaw a $17.5M combined operations and travel programme for Canonical, ensuring the portfolio justified itself in a distributed work model.
Impact: Strategy-led site expansion and robust portfolio justification reporting directly to the COO.
Things I’ve been noticing
Some observations from working across organisations, leadership teams and operational environments.
Most organisational problems aren't strategy problems
The groundwork before the business case
Successful change rarely fails because the strategy was wrong. More often, it loses clarity as it moves through an organisation. Reflections on why translation matters more than many leaders realise.
The strongest proposals aren't built around better slides or stronger arguments. They're built on understanding how decisions are really made and why different stakeholders see the same change differently.
About Howard
I’ve spent twenty-five years working on both sides of complex organisational change, as both a client and a service provider.
Over time, I’ve become less interested in designing the perfect solution and more interested in understanding why good ideas succeed in some organisations and fail in others.
Much of my work sits in the space between leadership intent and operational reality, where organisations become difficult to interpret and decisions become difficult to make.
I am most useful when situations are complex, involve competing priorities, or are simply difficult to make sense of.
My job is to create enough clarity for leaders to act with confidence.
Much of this work is coaching in practice, supporting the leaders responsible for making the change hold.
If you’re trying to make change work in practice
I’d be happy to have a conversation.
Howard Murray
Founder, In Fieri
howard@infieri.co.uk
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