A well-packaged plan: How Springpack transformed its leadership and structure to unbox potential growth 

When Rachel Holmes first joined Springpack in October 2022, the company was at a critical point in its journey. The Worcester based packaging supplier had grown turnover rapidly from £9 million to £21 million within a 4-year period, however, its internal structure wasn’t keeping pace. The company needed to get the right people in the right roles, and the owners, Jerry and Laurence, wanted to step back from day-to-day operations.  

Rachel, a People Director from People Puzzles, was brought in to help tackle these challenges. Spending one day a week with Springpack during the first year and now just one day a month, Rachel has been instrumental in transforming the business into a more structured, future-ready organisation. Here’s how her impact unfolded. 

“Springpack selected People Puzzles through a recommendation by a friend and site director with previous experience of People Puzzles, and Rachel in particular. Rachel came with a glowing reference and hasn’t disappointed!” James York, Managing Director.  

The key issues that Rachel needed to solve were: 

• Restructuring the business so that the right people were in the right seat 

• Building a senior leadership team to allow founder, Laurence and his son Jerry, the CEO to step back from day-to-day operations 

• Modernise the HR system 

Restructuring for success 

One of the first things Rachel addressed was the structure of the organisation by leading a strategic planning process. Using tools such as Strategy on A Page (SOAP) and conducting a SWOT analysis, she helped the leadership define Springpack’s vision, values, mission, and goals. With those in mind, she encouraged the owners to look at where the business wanted to be in the future and design the structure to deliver that vision. Instead of focusing on individuals, she focused on the roles the business needed to thrive, ensuring they promoted the right people into those positions or recruited where there were gaps. 

Over the past year, Rachel has helped the company recruit new staff.  Key talent who could help the business grow was identified within the team and a renewed focus was placed on bringing in people who aligned with the company’s values and culture. Each hire has been carefully considered to ensure that Springpack is not just filling gaps but building a team that can support long-term growth. 

Building a leadership team 

One of the first positions that Rachel helped to fill was that of Managing Director. Rachel identified James York, who had been a sales director within the team, to take over the operational reins, allowing the owners to step back.  She helped him refine his leadership approach and identify the gaps in the company’s structure. While Springpack had heads of departments, there wasn’t a proper senior leadership team (SLT) in place, so a key part of her solution was promoting from within, moving two key team members—Operations and Purchasing—up to director level. This created a more transparent leadership structure and gave the team clearer visibility into how their roles contributed to the company’s overall goals.  

Modernising HR systems and processes 

When Rachel joined, Springpack’s HR processes were outdated, with many systems still paper based. Rachel led the charge in modernising these processes, introducing a digital HR system that streamlined everything from performance reviews to managing contracts and policies. These updates have not only improved efficiency but also ensured compliance and consistency across the business. 

Aligning the team 

The work that Rachel led to set a clear SOAP established key performance indicators (KPIs) for each department and individual, so everyone now understands how their work contributes to the company’s growth. People are passionate about their work, which has created a noticeable energy within the team. 

In Rachel’s words, “I love working with Springpack because they’re truly open to recommendations and ready to act on them. Their commitment to treating staff well and investing in their people ensures that the team in turn can put the customer first—they’ve got it the right way round. Everyone’s on the same page and passionate, with a real buzz and energy in the office. They’re proactive, never standing still, and always focused on making a difference.” 

Creating a positive culture and improving retention 

Rachel’s impact went beyond structures and processes—she also played a crucial role in fostering a positive and engaged workplace culture. A key part of defining the SOAP was refreshing the company’s values and making sure they were well-embedded across the business. These values now inform everything from performance reviews, and monthly 1:1 meetings to day-to-day decision-making. 

In addition to cultural alignment, Rachel supported the team in wellbeing initiatives to make Springpack a great place to work. Monthly Pilates sessions, walking or running groups, a pool competition on site, and regular BBQs have become part of the company’s social calendar. The team’s engagement has noticeably improved, with Springpack achieving an impressive ENPS score of 63 and being recognised as one of the Sunday Times’ Best Companies to Work For. By investing in the wellbeing of its employees, Springpack has seen a marked improvement in retention, helping the company keep its talented team while continuing to grow. 

A foundation for growth 

In just over a year, Rachel has helped Springpack put in place the structures, leadership, processes, and culture it needs to continue its growth journey. The company now has a clear leadership team, an engaged workforce, and a foundation of transparency and accountability. With the right people in place, Springpack is well-positioned to focus on increasing sales and taking the business to the next level. 

The results speak for themselves:  

– Improved retention rates  

– A modernised HR system 

– A positive ENPS score of 63 

– Recognition as one of the Sunday Times best companies to work for. 

“During a period of such rapid growth, we were conscious we didn’t have a clear people strategy or structure in place, things were happening at such a pace, our priority was ensuring our people were given the recognition, development and reward that came with our successful growth period. We were also mindful of our lack of clear and relevant policies in place for our people, as we progressed from a small to medium sized company.” James York, Managing Director. 

Rachel’s work has not only enabled Jerry and Laurence to step back confidently but also empowered James York to lead Springpack with a clear strategy for future success.  Well done to the brilliant team at Springpack in building such a successful business, clearly aligned team and great place to work.