OUR WORK

At EJS our clients are more than just paying customers, they become partners and colleagues as we work together for their customers, staff and shareholders.

Seeing it all come together is what makes it all worthwhile!

UNIPART

“Recognised methodologies and transparent delivery gave Unipart the confidence to strengthen their PPCM offering and deliver more value to clients.”
— EJS Consulting

Challenge

Unipart needed to enhance their project and change delivery capability using a recognised PPCM methodology. They required a partner who could provide structure, assurance, and technology-enabled transparency for their clients.

Approach

  • Delivered a structured four-milestone PPCM framework.

  • Ensured all delivery aligned with Unipart’s customer-first values.

  • Provided deep change-leadership expertise to guide complex programmes.

  • Embedded long-term capability within teams and improved legacy processes.

  • Supported delivery with transparent technology, giving stakeholders assurance and clarity.

Results

  • Clients achieved lower-cost, higher-value project cycles.

  • A recognised PPCM framework increased assurance and trust.

  • Greater peace of mind through consistent diligence and governance.

  • Sustainable improvements through embedded capability and process optimisation.

  • Stronger collaboration between Unipart and EJS, enhancing operational performance.

WAYFINDING

Client Requirement

The client is undertaking a network-wide overhaul of station navigation to improve accessibility, clarity, brand consistency, and alignment with a long-term passenger-experience strategy. They require ongoing technical guidance, project oversight, and stakeholder management to support a phased rollout over approximately 18 months.

Approach

Phase 1 — Strategy & Assessment

We are carrying out detailed site audits across priority stations to understand existing challenges and opportunities.
We are actively engaging stakeholders—including station staff, passenger groups, and accessibility advocates—to inform decision-making.
A tailored implementation plan is being developed to align with corporate standards, regulatory requirements, and operational realities.
KPIs and success metrics are being defined to support ongoing measurement and continuous improvement.

Phase 2 — Implementation & Oversight

We are coordinating contractor works and internal teams to deploy physical signage and supporting digital tools.
Our team ensures compliance with accessibility, safety, and brand requirements throughout delivery.
Station teams are being supported and trained to enable long-term ownership and consistency.
Continuous feedback loops, risk management, and regular reporting are embedded to keep delivery on track.

Outcomes

  • A more intuitive, accessible, and consistent navigation experience for passengers.

  • Stronger alignment between brand, customer service, and station operations.

  • Improved value for money through structured delivery and assurance.

  • A strategy that continues to evolve through continuous improvement and post-rollout insights.

PROACTIVE MAINTENANCE PROGRAMME

“Turning complex data, tight budgets, and competing priorities into a clear, proactive programme of works.”
— EJS Consulting

Challenge

The client is seeking to use annual maintenance funding more intelligently, moving beyond reactive repairs toward a proactive, long-term infrastructure strategy.
Within strict Client and DfT governance, the challenge is to translate large volumes of asset data, varying station conditions, and constrained budgets into a prioritised, deliverable programme of works.

Approach

We are undertaking a data-led discovery across 30 priority stations, analysing condition, complexity, and operational needs.
A proactive maintenance playbook is being developed to support consistent evidence gathering, reporting, sequencing, and tendering.
Locations are being mapped and works packaged to unlock tender efficiencies and accelerate mobilisation.
We are managing the full programme lifecycle, including scoping, supplier evaluation, documentation, and pre-start coordination.
Alignment, accountability, and smooth governance are embedded across all client stakeholders.

Outcomes

  • Streamlined governance and reporting aligned to Client and DfT requirements.

  • A clear, prioritised programme ready for delivery.

  • Repeatable planning framework for future maintenance cycles.

  • Centralised data enabling smarter, long-term asset decisions.

  • Clear pipeline of future works to optimise investment over time.

  • Contract expanded by 40 additional stations due to successful delivery.

 

National
Express Group

Pricing Strategy Ad Technology

Delivery of a New Product Suite into a New Technical Pricing Platform for National Express Groups UK Coach Business

Challenge

National Express Group faced the imperative to modernise and future proof its pricing strategy in response to intensifying multi-modal competition within the UK coach market. The challenge centred on delivering a robust, scalable technical platform capable of supporting innovative pricing models, ensuring agility, and maintaining commercial advantage in an evolving and highly competitive transport landscape. EJS were contracted to oversee delivery of this transformation.

Approach

Ensured a comprehensive assessment of National Express Group’s pricing strategy and technology landscape to identify gaps and opportunities for modernisation.

  • Oversaw third-party specialist delivery of innovative pricing models tailored to address the challenges posed by intensifying multi-modal competition in the UK coach market.

  • Worked with third party vendors in design and implementation of a robust, scalable technical platform architecture to support agile pricing capabilities and future-proof the business against evolving market demands.

  • Oversaw the technical delivery of the new pricing platform, ensuring seamless integration with existing systems and alignment with commercial objectives.

  • Managed and coordinated third-party vendors, maintaining oversight on deliverables, timelines, and adherence to technical and commercial requirements.

  • Implemented stringent quality assurance processes throughout the project lifecycle to ensure platform reliability, data accuracy, and optimal performance.

  • Monitored commercial aspects, including cost control, contract compliance, and value delivery to ensure the solution met both strategic and financial goals.

  • Facilitated change management and user training to drive adoption of the new platform and embed modern pricing practices across the organisation.

Outcome

The successful delivery of National Express Group’s new pricing strategy and technical platform successfully re-positioned the organisation in the UK’s increasingly competitive multi-modal transport market. By leveraging advanced pricing models and a scalable, future-ready platform, National Express is equipped to respond swiftly to shifting market conditions, optimise revenue opportunities, and provide greater value to customers. This transformation has not only enhanced commercial agility but also ensured the Group’s ability to adapt to emerging trends, supporting ongoing innovation and sustained growth in a dynamic mobility landscape.

Avis Budget Group

Digital Transformation

Challenge

Avis Budget Group faced the strategic challenge of transforming their digital business by replatforming their websites to deliver a refreshed design and customer experience. This transformation needed to be executed across international markets, addressing complex multi-language requirements and ensuring full compliance with diverse regional regulations. EJS were contracted to lead the Digital Programme.

Approach

  • Defined clear programme objectives and scope to align with business strategy and stakeholder priorities, ensuring every initiative supported overarching organisational goals.

  • Developed a comprehensive delivery roadmap that outlined critical milestones, anticipated dependencies, and optimised resource allocation for successful replatforming.

  • Established robust governance frameworks to monitor progress, mitigate risks, and ensure ongoing compliance with regional regulations and complex multi-language requirements.

  • Led offshore development and testing teams by implementing effective communication channels, scheduled regular status reviews, and set measurable quality delivery standards.

  • Coordinated collaboration across onshore and offshore teams, integrating design, engineering, and quality assurance to enable seamless execution of programme components.

  • Adopted agile delivery methodologies to accelerate iterative releases, encourage continuous stakeholder feedback, and enable rapid resolution of emerging issues.

  • Monitored key project metrics and KPIs to evaluate performance, proactively identify bottlenecks, and drive ongoing improvement in delivery outcomes.

  • Facilitated strategic knowledge transfer and developed internal capabilities within client teams to ensure sustainable impact and enduring organisational growth beyond programme completion.

Outcome

The major replatforming programme delivered for Avis Budget Group resulted in significant wins across the EMEA region. The timely launch of the new product with an enhanced user experience led to improved operational performance, increased customer satisfaction, and higher conversion rates. By modernising their platform, Avis Budget Group achieved greater agility, enabled faster market responses, and established a strong foundation for continued growth and innovation throughout the regions.