Ardmore is known for delivering high-quality projects, but beneath that success, the culture felt strained, and teams and sites felt disconnected. As the business continued to grow, so did siloes, leadership styles differed, and communication broke down. Morale dipped, attrition had hit 29%, and their Best Companies survey made it clear: change was needed. They needed more than posters on a wall – they needed to re-engage their people, align culture with commercial ambition, and build a clear path to earning that 1-star Best Companies accreditation.

We immersed ourselves across the head office and various sites – listening to employees, unpacking the Best Companies data, and identifying the gaps. We found a workforce full of pride and potential, but lacking consistency, connection, and clarity. From these insights, we created The Ardmore Way – the blueprint for bringing teams and individuals together around shared values, behaviours, and purpose. We refreshed the EVP, built engagement frameworks, and designed simple, repeatable comms that would bring it to life.

With The Ardmore Way as the foundation, we launched practical, people-first changes – including leadership workshops, refreshed communications and templates, cultural ambassadors, site-level employer branding, and vital communications hubs – all shaped to reflect Ardmore’s authentic personality and scale with its growth.

A re-energised employer brand gave Ardmore the confidence to externally show off the talent, teamwork and tenacity behind every build. The cultural transformation is already taking hold – teams talk more, leaders lead better, new starters feel welcomed, and long-standing staff feel seen and valued. The business is showing up more consistently – inside and out. It’s more than engagement, it’s long-term momentum. This project made Ardmore a place where great work and great people thrive together. A strong foundation for the next chapter of growth, and an employer brand identity that reflects the spirit of the team behind it.