At Towners, everything comes down to people. In the funeral profession, there is no second chance to get it right. These are profound moments for the families and clients we serve, which is why every detail matters.

When I joined, the business was entering a period of change. Oliver had stepped up as Managing Director with a clear vision to modernise and strengthen operations, while still holding on to the traditions and personal service that make Towners unique.

But change can feel unwelcome, especially for those who have been doing the work a certain way for many years. It is natural for experienced team members to feel anxious or wary when new approaches are introduced. My role was to help bridge that gap; supporting leadership’s plans while ensuring the wider team felt heard, understood and part of the journey.

The business was already working with Martin when I joined, and I saw his impact straight away, even during my own interview, which was more rigorous and thoughtful than any I had experienced.

With Martin, we focused on building a shared leadership language; simple, practical tools to talk about challenges, set expectations and involve everyone. His methods stripped away jargon, making it easy for both leadership and the day-to-day team to engage.

Some team members were sceptical, fearing an outside consultant was simply going to dictate the necessary change. But Martin’s collaborative style, listening, asking the right questions and helping people find their own solutions, quickly built trust and showed that their experience was valued.

We also applied Martin’s structured hiring process for key roles, carefully balancing internal promotions with external expertise, and focusing on those with the right leadership qualities, not just technical skills.

Step by step, the leadership team has become more aligned, confident and consistent in how we communicate and make decisions. The wider team, including those who were initially cautious, now have more trust in the process and a clear sense of direction.

We have much greater positivity and collaboration across the business. Most importantly, we are building a culture where everyone, from long-standing staff to newer team members, feels part of what we are trying to achieve.

Martin’s support has been key in helping us balance the need for change and building the skills to achieve it, whilst maintaining the respect we have for the people who make Towners what it is.