The Challenge

Before the project, Westdale had built a solid reputation as a leading player in the industry and enjoyed consistent growth. Yet, several interconnected challenges prevented the company from achieving its full potential.

Strategic market development activity was limited, with the business lacking the internal capability to proactively assess new markets and evaluate opportunities - decisions were often reactive rather than evidence-based or guided by a long-term plan. Commercial and branding activity varied across divisions, resulting in a fragmented external identity. Internally, knowledge and decision‑making were siloed across the organisation, limiting cross‑group coordination and synergistic efficiencies.

At the same time, Westdale perceived there to be growing opportunities in emerging technologies, including solar microgeneration and low‑carbon solutions linked to its core services, but required insight to determine how these opportunities aligned with its broader strategy.

The project was initiated to address these challenges and to embed capability that would support sustainable growth beyond the life of the project.

The Approach

Behshad Mousavi was appointed as the Strategic Transformation Manager (KTP Associate) to lead the project. Work began with a review of Westdale's existing brand landscape, market positioning and organisational alignment. This informed the development of a more cohesive growth strategy and supported the adoption of a hybrid brand architecture across the group.

Market research and evidence‑based analysis underpinned exploration of new opportunities, including entry into the modular buildings market and the development of consumer‑facing propositions linked to emerging low‑carbon technologies.

The Impact

The project has delivered a range of tangible outcomes, alongside longer‑term capability building across the business.

By integrating strategic marketing knowledge and a clear long-term strategy, Westdale has shifted from a reactive to a dynamic, market-oriented organisation. The project has also fostered a cultural change, introducing centralised marketing and evidence-based decision making across the group.

A hybrid brand architecture has been adopted across all divisions, supported by the launch of revamped websites, shared marketing assets and more strategic use of digital platforms. A new consumer brand, Home Energy Experts, has been created and supported by a social media campaign, enabling the group to engage more effectively with the growing consumer market.

At a strategic level, Westdale has strengthened its external profile through engagement with senior policymakers, including a roundtable discussion with Ed Miliband, the Secretary of State for Energy Security and Net Zero, positioning the business as a credible voice in low‑carbon and fabric‑first approaches.

Additionally, Behshad has been able to leverage the KTP for his own professional growth using the dedicated KTP personal development budget. This has enabled him to not only bring new knowledge and skills to the business but also to grow his own knowledge and confidence. Behshad has shared his expertise within Leeds Beckett University and other universities, delivering guest lectures to undergraduate students and support for new KTP recruits.

Twenty months after the start of the project, Westdale Group are now better equipped to evaluate growth opportunities, align activity across divisions and articulate their value - enabling them to pursue growth through a more sustainable and coherent business model. This has gained official recognition with the Yorkshire Post recently naming Westdale as one of Yorkshire’s top 25 fastest growing businesses.