Trenton Moss 👋

Hi, I’m Trenton 👋

I help agencies and client-facing teams lead with more impact - strengthening client relationships, handling tough conversations and growing revenue by up to 35%.

Previously, I built one of the UK’s first UX agencies from scratch, scaled it to £3m, sold it and lived to tell the tale. Then I wrote a bestselling book called Human Powered and launched an accompanying podcast.

It's been a 20-year rollercoaster journey!

Oh, and in 2023, I took my kids backpacking across Asia and Africa for six months. We survived hunting in Tanzania, paint fights in India and leech attacks in Borneo.

Leadership Coach & Founder

I run a client leadership programme. It will supercharge your entire team with emotional intelligence and people skills.

I do team-training for up to 100 people and provide 1-to-1 coaching to leaders. 

Why do the programme?

Well, you'll bring your team together around a shared experience. It’ll transform people's behaviour and give them lifelong skills in leadership, emotional intelligence and resilience.

Oh, and you can increase client revenue by up to 35% and team skills by 47%.

Trenton Moss

Everyday Change

Acting as a catalyst to enable individuals, teams, and organisations to change for the better I lead Everyday Change: providing change and portfolio management, and leadership capability to organisation when they need it most. Over the past 5 years I have delivered  impactful change across defence, pharma, retail, built environment and education sectors.

I have successfully delivered:

•	Target Operating Models and restructures, which for one client released over £20m of staff costs and maintained operations and SLAs
•	Enabling effective mergers, restructure and developing effective transformation strategies. Most recently for the merger of three North West Education Charities.
•	Organisation wide Portfolio assurance enabling the delivery of its strategic aims and mitigate organisational risk, and to enable the on-going delivery and assurance. Most recently for the University of Kent.
•	Change, communications and capability strategies for organisations spanning construction and FM, retail, manufacturing, education, charity, retail/FMGC and healthcare. Most recently for the British Library in support of their recovery from a cyber-attack.
•	Change frameworks that balance consistency and agility, prioritise benefits realisation, stakeholder engagement and impact
•	Front line implementation of digital systems and leading technologies to support performance and process improvement (incl. SAP, SITS, Enablon and Workday), most recently for Breedon Group, replacing core H&S systems across 300 sites.
•	Working with the existing staff teams to establish organisation wide change and delivery capability including change and project  frameworks to underpin a transformation and far-reaching organisational change: clients include Astra Zenica, Magenta Living, British Library, MBDA, University of Liverpool and ASDA.

Director of Change Programmes

The Growth Club

Responsible for The Growth Club experiment, the development of a community for change and project consultants— a collaborative network committed to delivering exceptional results for clients, without the competition.

By joining forces, sharing expertise, and staying at the forefront of industry trends, we’re planning to tackle challenges and drive impactful changes for our Club members and their clients.

Community Builder

Business Owner

University of Kent

As Director of Stratgic Change I;
- Enabled the approval of a  turn-around transformation to realise a financially sustained operating model
- Developed a new Target Operating Model
- Established a financially regenerative product offer
- Built the future capability required to sustain the change.
- Established a strategic narrative to underpin decision making, comm and engagement.
- Led, or advised on the University’s most complex change, influencing outcomes by focussing on longer-term cultural change, compliance and risk mitigation, capability building and change communications.

Interim Director of Strategic Change

I led the restructure the professional services function comprising of 12 Directorates to support longer term financial sustainability by releasing  the target £6m of staff costs.

Working across multiple service units, I provided the programme leadership for an organisational restructure that saw  the adoption of ‘Hub and Spoke’ service delivery. 

I partnered with the  Senior Management Team to ensure they were best placed to lead the change, ensuring the change approach enabled all employees to have a fair consultation.

Programme Lead

Pets at Home

Re-set a complex digital transformation designed to deliver new customer facing digital tools, improved governance and Agile ways of working. I;

- Refreshed governance to improve visibility and build top table confidence
- Built in people centred change approaches 
- Removed barriers for trams to make progress
- Negotiated supplier terms and deliverables

Program Director

Milton Keynes College Group

I led the delivery of the a Government Funded project that encompassed a 500m2 refurbishment to curate a technology enabled Business Centre and the creation of an innovative training provision that directly responded to local and regional skills shortages. Together these two projects brought together innovative and responsive learning design and immersive technologies offering AI experiences and access to drone technology. My role was to both assure delivery by direct management liaising with DfE on changes to timelines, scope, KPIs and associated regulatory requirements but also to enable the client to maximise the benefit and opportunity available via the funded projects.

Project Director

University of Northampton Students' Union

Responsible for developing and leading a transformational strategy designed to create an ambitious and open future for the Union and its membership.

Working with a team of phenomenal talent, in 12 months I delivered;

A new strategy and plan; alongside a governance review and implementation approach 
A commercial roadmap that focuses on diversification and sustainable income 
A revised staffing model that created space for brilliant colleges to achieve excellent outcomes.

Chief Executive Officer

The Open University

As a pivotal senior leader, I advised and enabled the Vice Chancellor’s Executive and wider Open University to achieve complex organisation wide change, in support of achieving the University’s strategic goals.

Specifically, I;
• Provided change leadership by informing decision-making about the University change portfolio, including mechanisms for the approval, prioritisation and assurance of change activity;
• Lead, or advise on the University’s most complex change
• Influenced project outcomes by focussing on longer-term cultural change
• Set the strategic direction, budget, plan and operations of Change and Improvement division (FTE 33) to underpin the University’s’ change effort
• Partnered with project and programme teams to enable them to deliver, large and complex university wide changes, through providing hands on support and intervention through assurance activities

Director, Change and Improvement

This role brought together the leadership of The Open University’s permanent Portfolio Office  and the temporary Students First Transformation Programme Management Office and Change function. 

It was a new role that provided strategic leadership  in terms of change and improvement, key to building the capability of the Open University to deliver change and improvement effectively both within the Students First Transformation, and outside it (through the University’s non-Transformation major change portfolio).

Head of Portfolio, Transformation and Change

Working  predominantly at  Director level, with a primary audience of the Vice Chancellors Executive, I lead  the Open University in doing the ‘right thing, at the right time’ navigating a complex institutional landscape at a time of major change within the HE sector. 

I provide the leadership needed to inform investment and strategic decision making. Through my role I promote agility and responsiveness for business change that puts students first and is in support of a resilient workforce. 

Responsible for establishing and growing the institutions change capability, I have established the standard for project delivery within the University whilst maintaining our APM corporate accreditation.

Head of Portfolio

In this role I supported the Interim Director Academic Strategy Unit and the PVC Research and Academic Strategy (RAS)) with the leadership and management of institutional strategic priorities, providing advice on any issues relating to taking forward any institutional strategic initiatives in relation to Academic and Students First Strategy for which the PVC RAS is responsible. In particular, ensuring that the implications from the Academic Strategy and outcomes from strategic initiatives are effectively followed through with any organisational and resource implications understood and managed.

I have enjoyed challenging the status quo on how we create and deliver university wide initiatives, developing cross unit and cross discipline partnerships to generate genuine debate and fruitful challenge.

Academic Strategy Project Lead

In my current role support the Pro Vice Chancellor Research and Academic Strategy in the development and delivery of the university's Academic Endeavour through innovative, sustainable and accessible Strategy delivering on the University's mission through our ambitions and distinctiveness. 

Putting students first, at the heart of our decision making, enabling our students to realise their individual study ambition. 

I do this through supporting strategic and operational leadership, through providing informed, capability based approaches, articulating decisions through business and operational plans that are tracked and measurable.

Portfolio Manager, Academic Strategy Unit

Mirus IT Solutions

Establishing a Programme Office to deliver a range of projects to Mirus’ growing client base, providing structured and controlled approaches to project delivery.

Advocating transparency and communication through utilising subject matter experts and relationship management to ensure project success and business advocates.

Maintaining the ISO accreditations that provide Mirus with core processes and approaches to delivery. Providing assurances to products, services and quality.

Project and Standards Manager

London School of Economics

I was responsible for the overall direction, coordination execution, and completion of projects delivered by IT services at the LSE ensuring consistency with School strategy, commitments and goals. A core part of my role and a key strength is delivering change projects that utilise IT services, software or approaches. Working through process and business improvement to build on best practice, delivering to the user’s and client change that exceeds expectations.

I support, motivate and lead project teams engaging and challenging suppliers, to influence them to take positive action and accountability for their assigned work. I build, develop, and grow business relationships vital to the success of the project.

Senior Project Manager

Kinetic Solutions

My  role was client facing, focused on the development and delivery of Student accommodation and conferencing software. I led the Student Online Services team through a time critical delivery process, delivering web applications to 50 HE institutions, whilst working across the company to schedule and deliver against the development roadmap. I managed and mitigated risks and threats to products, services and quality standards and through projections, proactive engagement and opportunity planning.

My role was multi-facetted, as part of this I managed the delivery of bespoke projects to our HE and conferencing client base, this role includes the facilitation of client project teams, collaborative objective and scope setting alongside the end to end delivery of projects and the Company Roadmap. 

I pride myself in being customer focused, with an ability to develop a partnership with core stake holders and end users.

Delivery Manager

My role as Project Manager focussed on the management of software projects primarily aimed at HE institutions. My role included, but was not exclusive to; 
Identifying and developing the client brief
Leading and managing project teams
Identifying and managing project risks
Establishing communication and management protocols
Managing the feasibility and strategy stages
Establishing the project budget and project programme
Completing and maintain project audit
Promoting and undertaking of project evaluation

My role was focussed on the facilitation of client project teams, collaborative objective and scope setting and the end to end delivery of projects, including initiation, implementation and close down. I actively used the processes identified and championed by PRINCE 2 in order to improve communication, efficiency and quality within a project.

Project Manager

I help your organisation change, for the better. Change Leadership | Facilitator | Keynote Speaker | Author

I help organisations like yours lead and deliver change that impacts your people and customers.

Whether it’s a great idea that needs momentum, a short-term gap, a stuck programme, or a complex portfolio that needs shaping and driving, I bring structure, pace and clarity without the drama.

I work across strategy, transformation and change delivery – from designing governance and building roadmaps to mobilising teams and making sure work lands well with people.

What I have done:

- £70m+ Portfolio Director, Higher education 
- £25m Digital and revenue Programme, Health
- Multiple organisation merger, charity sector 
- New Target Operating Model, £14m recurrent savings, Higher Education 
- Restructuring and TUPE, Charity, HE
- Digital systems programme, impacting 4000 staff, 500 sites, Built Environment
- Change Frameworks and Change Leadership development, Public Sector, Museums, Education, Insurance
- Change Comms strategies, Museums, Retail, built environment 

No jargon. No fuss. Just a calm, experienced hand to get things moving and get the work done.

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For Executive Search

Key Skills: Org Change, Change Management, Change Leadership, restructures, TOM, effectiveness and cost reduction programmes, new products and services, system implementations with supported ways if working, mergers and acquisitions.

Sectors: Charity, public and education sectors. SME. Retail, construction, finance and legal.

Preferred Roles: FTC, Interim or Day Rate. Change Lead, Transformation Director, Programme Director, Head of Change or Director of Change.

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Trenton Moss

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