Head office, national fuel corporation
Situation
The organisation's client-facing teams — front desk, account management, and executive leadership — dressed inconsistently. No dress code existed in writing; practice varied by department and manager. A senior partner at a client firm had remarked, in passing, that the team "looked like three different companies." The comment reached the CEO.
Intervention
We conducted a photographic audit of twelve staff members across three departments, benchmarked against peer organisations in the energy and finance sectors, and produced a written image diagnostic. From that, we developed a three-tier dress standard: executive, client-facing, and operational — each specified in photographs with annotated fit and colour guidance. We then ran a half-day workshop for the sixty-person client-facing workforce and produced a garment specification for the outfitting programme, which was manufactured in our workroom.
Result
The outfitting programme was delivered across two measurement days and four weeks of production. All sixty client-facing staff were outfitted before the organisation's annual client conference. The CEO noted that for the first time in recent memory, the team walked into the conference hall looking like a single, coherent organisation.