MS Amlin
Driving enterprise transformation through programme delivery, operating model design, and tactical cost reduction.
The Background
MS Amlin, a global specialist insurer, engaged Sullivan & Stanley to support a series of complex business transformation initiatives across the organisation.
From operational cost reduction to large-scale change delivery and IT operating model design, the organisation needed expert leadership and support to execute high-impact programmes at pace.
Facing internal pressures to improve efficiency, align delivery to business strategy, and increase value from technology change, MS Amlin sought a partner who could move beyond traditional consulting to embed real delivery capability and strategic thinking inside its teams.
Our Approach
Sullivan & Stanley supported MS Amlin across multiple engagements, bringing a flexible blend of programme leadership, project delivery, and operating model design expertise.
Our consultants worked closely with key business and technology stakeholders, acting as both delivery leads and strategic advisors — embedded within high-priority initiatives.
We led:
- A large restructuring project, coordinating delivery across internal teams and third parties, and managing stakeholder engagement, dependencies and planning
- The Tactical Cost Reduction workstream within a core tactical programme, developing and executing an integrated delivery plan, benefits tracking and reporting aligned with MS Amlin's strategic cost objectives
- A full expense analysis and risk-based cost mapping, supporting post-organisational design changes with clear financial visibility and prioritisation of cost-saving opportunities
- End-to-end PMO support including the creation of project briefs, governance frameworks, project initiation documentation and cross-functional reporting
In parallel, S&S was engaged to support the design and implementation of a lean agile operating model for the IT function. This included defining a framework for onboarding change demand, coordinating delivery across internal and external delivery teams, implementing KPIs, and increasing operational transparency across the IT change portfolio.
Across all engagements, we embedded consultants into key roles — including Programme Manager, Operating Model Advisor and PMO Lead — selected for their financial services expertise and ability to work within complex stakeholder environments.
The Outcome
Through our flexible, embedded approach, we helped MS Amlin accelerate delivery, improve efficiency, and establish stronger foundations for sustained transformation.
- Delivered multiple high-priority programmes across operations, finance and technology functions
- Reduced operational costs, with detailed tracking and identification of in-year savings opportunities
- Improved transparency and control, with integrated delivery plans, cost reduction forecasts and financial dependency mapping
- Introduced lean agile ways of working to the IT function, enabling better demand management and portfolio visibility
- Strengthened stakeholder alignment, with structured governance, regular engagement and clear decision frameworks
- Uplifted internal capability, enabling MS Amlin to better manage and scale future transformation in-house
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