Client Testimonials
Client Perspectives
What struck me most was how much they listened before saying anything. We had engaged consultants before who arrived with frameworks and immediately began fitting our situation into them. Jasper Quay did the opposite — they spent the first two weeks just understanding us.
The monthly sessions gave me a space to think that I did not have anywhere else. The summaries they wrote after each meeting were remarkably useful — capturing not just what was discussed but the things that were left unsaid and deserved more attention.
We needed help thinking through a sensitive organisational communication, and the session gave us both a better process and a better document. The written outline they produced was exactly what we needed — clear, well-sequenced, and written for the people it was intended for.
I appreciated the honesty. They told me things in the readiness review that were not comfortable to read, but they were things I needed to know before we moved forward. That kind of candour — delivered thoughtfully — is harder to find than it should be.
We engaged Jasper Quay for six months through a significant leadership transition. The continuity of the relationship — the same people, throughout — made a genuine difference. They understood the history and the context in a way that a larger firm with rotating staff simply could not have.
The pricing is clear and fair, and there were no surprises. After experiences with larger consultancies where the final invoice was a mystery until it arrived, this was a genuine relief. It also said something about the way they operate — transparently and without pretension.
Case Studies
A mid-sized financial services firm had recently completed a merger and was in the process of integrating two distinct organisational cultures. Leadership had a clear structural plan but was finding the human dimensions of integration more complex than anticipated. There was uncertainty among staff about roles, reporting lines, and the direction the combined organisation would take.
We were engaged to accompany the leadership team through the integration period — not to manage the integration itself, but to serve as a thinking partner and to help with the communications that accompanied each stage of the process. Over five months we met monthly with the executive sponsor, produced written summaries after each meeting, and assisted with the framing of three significant internal communications.
Observation
The leadership team found value in having a consistent, external perspective throughout the period — particularly one that was willing to name the concerns that were present but not yet being discussed openly.
A professional services firm preparing for a significant internal restructuring commissioned a Change Readiness Review before any announcements were made. Leadership wanted to understand how people across the organisation were currently experiencing their work — in particular, what concerns and questions were present beneath the surface before any formal change process began.
We conducted eleven confidential conversations across levels and functions over a two-week period, attended three team meetings as quiet observers, and reviewed a selection of internal communications. The written reflection we produced surfaced several themes that the leadership team had not fully anticipated, and informed how they sequenced and framed their subsequent communications.
Observation
The most valuable element, in the client's view, was hearing from people who would not ordinarily speak directly to leadership about how they were experiencing their work.
A public sector organisation preparing to announce a new Director-General engaged us for a single Communication Planning Session. The outgoing Director-General had been in post for eleven years and had a strong relationship with the organisation. Leadership wanted to handle the transition communication with care — acknowledging the contribution of the departing leader while building confidence in what came next.
We read the relevant background ahead of the session, including previous communications from the Director-General and informal feedback gathered about the mood in the organisation. The two-hour session focused on what the communication needed to do, for which audiences, and in what sequence. We produced a short written outline within two days.
Observation
The client felt the session helped them think through a communication that had emotional dimensions as well as practical ones — and that the written outline gave them confidence in the sequence they followed.
The work we do depends entirely on trust — the trust of leaders who share what they are navigating with us, and the trust of the people across their organisations who speak honestly in our conversations. We hold both carefully.
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