Have you ever experienced the frustration when someone just doesn’t seem to get the brilliant bit of analysis you’ve done? Or maybe you can see a clear path forwards for your clients but others just aren’t buying it?
These are common situations for consultants. You’re not alone.
In fact, it can seem that the more brilliant the insight the harder it is for people to accept it. You’re trying to change their world view after all.
That’s not easy.
Consulting is sometimes described as problem-solving. Truth is, that’s necessary but definitely insufficient. You can’t create anything valuable if your client doesn’t do something differently on the back of your advice.
You need to make a recommendation. A recommendation that leads to action.
Typically, this will be synthesised into a simple story. A Key Messages slide or an Executive Summary. Or an elevator pitch that you can articulate in a minute or two.
Getting that story right - clear, engaging, and compelling - is a foundational skill for consultants.
These slides are from a 1-hour workshop teaching how the best consultants do this. We covered three simple but powerful frameworks that you can use to consistently drive clarity, understanding and engagement.
This content will give you confidence to:
1. Structure a consulting recommendation for crystal clarity
2. Identify the key points that will help your client take a decision with confidence
3. Build an engaging narrative-led story that grabs attention
4. Open a meeting with amazing energy and involvement
This is part of the Honeycomb PS suite of consulting skills training modules
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1. No obligation training needs discussion
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3. Future webinars & workshops
Deri Hughes
deri.hughes@honeycombps.co.uk
+44 (0) 7730 748 531
These slides are from a workshop on Writing Compelling Recommendations
Delivered by Deri Hughes, Honeycomb PS Founder and Consulting Skills Trainer
3. You’ll learn how to
write for clarity and
engagement
…win hearts as
well as minds
Welcome to today’s workshop!
Writing
Compelling
Recommendations
…to help people
take decisions
3
4. You’ll learn how to
write for clarity and
engagement
…win hearts as
well as minds
Interactive session
– practice exercises
and time for Q&A
…start building
confidence
Welcome to today’s workshop!
Writing
Compelling
Recommendations
…to help people
take decisions
4
5. Interactive session
– practice exercises
and time for Q&A
…start building
confidence
Welcome to today’s workshop!
You’ll learn how to
write for clarity and
engagement
…win hearts as
well as minds
Writing
Compelling
Recommendations
…to help people
take decisions
Introduce yourself
in Chat as we get
started
…we’re here to help
each other
5
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Ask yourself – how strong is your message?
Pay Attention
7
Pay Attention
You want them to…
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Ask yourself – how strong is your message?
Pay Attention
8
Understand
You want them to…
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Ask yourself – how strong is your message?
Pay Attention
9
Remember
Understand
You want them to…
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Ask yourself – how strong is your message?
Pay Attention
10
Understand
You want them to…
Act
Remember
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What we’ll cover today
11
You want them to…
Act
Pay Attention
Remember
Understand Part 1: Make it Clear (structure)
Part 2: Make it Engaging (narrative)
Bonus: Grab their attention (strong opener)
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Today’s content is taken from our consulting skills training
modules on Clear, Compelling, Recommendations
12
New
Consultants
(0 – 2 years)
Experienced
Consultants
(3 – 5 years)
Build Trust
& Lead Teams
Managing Client Interactions
• Become a Trusted Advisor
• Active Listening
• Best practices to demonstrate
credibility, reliability, connection
• Role-play in a safe environment
Clear, Compelling,
Recommendations
Structured Communications
• Present results in ways that
clients understand & can act on
• Apply Pyramid Principle
structures for clarity
• Practice presenting
Solve Complex
Problems
Structured Problem Solving
• Define the Client Question
• Disaggregate & Structure
• Develop a Hypothesis
• Plan your work to ensure on-
time at-quality delivery
Creative Problem Solving
• Apply proven methods to
generate innovative solutions
• Run co-creation workshops
• Develop frameworks to
objectively assess options
Situational Leadership
• Assess competence &
confidence to assign tasks
• Adapt your leadership style
• Practice coaching conversations
& delivering hard messages
Narrative Storytelling
• Win hearts & minds with
narrative-led recommendations
• Structure engaging, clear &
compelling stories
• Design high-impact visuals
Consulting
Skills Training
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Go-to Executive Summary structure – when you need to land a
specific recommendation with a busy audience
13
Grab their attention – usually no slides (human connection)
Strong Opener
The most important slide – focus for today!
Key Messages
A few killer slides to bring the key points to life
Designed to be memorable
Supporting Visuals
Tell them what they need to do now
Make it easy for them to make a decision
Next Steps
14. BREVITY: A note from Winston Churchill in 1940
https://blog.honeycombps.co.uk/churchills-rules-for-clear-communication/
1. Set-out the main points in a series of short,
crisp paragraphs
2. Place detailed analysis in an appendix
3. Consider just an aide-mémoire with
headings only
4. Remove cumbersome prose
15. Make it Clear: Structured Comms using the Pyramid Principle*
Reason 1
Headline
Recommendation
Reason 3
Reason 2
Key
question
Headline Recommendation: What’s the answer?
• The overall answer you are evidencing
Key line: Why should I believe you?
• The critical points that, taken together, give sufficient
confidence in the recommendation
• Structured for clarity so people understand
Support:
• Data and facts that support the key line points
• Grouped & ordered logically
*The Pyramid Principle was written by Barbara Minto, McKinsey’s first female consultant. The key ideas are now used by all the world’s leading consulting firms.
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Example 1: Where should we go on holiday next year?
16
Unstructured Structured
“Well, we could go to the
Canaries to get some sun, or
maybe Norway because it's
different and interesting. My
friend went to Bulgaria last year
and loved it, plus it was dirt
cheap. But then again, Italy has
amazing food, and I love Italian
cuisine. So, maybe Italy on
balance?”
I think we should go to Italy for
our holiday next year
• A beautiful place with loads of
interesting history
• Sunny, but not too hot
• Food is amazing!
• Best balance of experience, cost &
travel time vs Bulgaria, Norway or
the Canaries
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Example 2: Should BespokeSuitCo introduce VR headsets for
customers to “try” their suits before we make them?
17
We’re considering introducing VR headsets for customers. We want to create an experience that
will make us stand out, and help customers picture themselves in their suit before we make it.
Recommendation: We should hold off introducing VR headsets for at least 18 months
• Brand Perception: Introducing VR may undermine our positioning as a traditional tailor
known for our hand-made craftsmanship.
• Customers: Our core demographic (men aged 45 – 65) currently see VR as a novelty
gimmick, although some signs of accelerating tech adoption at the younger end.
• Capability: We lack experience integrating this kind of tech into our stores.
• Cost: We would need to invest ~£250k to trial the headsets and start to design & test the
customer experience. This cost is likely to come down significantly in the next two years.
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Time to practice!
19
Situation
Complication
Question
• April is a Consultant at a boutique consulting firm
• She has been there three years and is a rising star
• She is smart, creative, diligent and clients love her
Key data points
• April has been head-hunted by Amazon, with an offer
that promises more pay and better work-life balance
• Her current project is coming to an end
• The client wants to roll into a Phase 2 - but only if April
stays on the team!
• How should we respond to April's Amazon job offer?
• April has been promoted twice within her first three
years, faster than the firm average, with 4.5/5 reviews
• We pay fixed salary by grade (Associate Consultant
£35k, Senior AC £43k, Consultant £54k, Manager
£75k), but can offer bonuses & other incentives
• Typical bonus is 10 – 25% (more for Managers)
• Amazon have offered £72k + stock options, and
unlimited annual leave
• Her current client wants April to lead a 6-month
implementation of the Phase 1 recommendations
• Phase 2 quote is £450k for April + an AC + an SAC
• April enjoyed the project but is tired from pulling 50+
hour weeks for the last 6 months
• Amazon have promised a 40-hour max working week
• Your Finance Director is concerned about pipeline -
locking in this Phase 2 work would make a difference
10-minute exercise
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Example answer
To retain April and secure the £450k Phase 2 contract, we recommend promoting her to Manager
(£75k salary) and offering a £10k retention bonus plus 2 weeks of beach time when Phase 1 ends
Recommendation
Reason 1
Reason 2
Reason 3
April is a star performer – evidenced by strong performance reviews and rapid promotions
– and she will leave if we don’t respond quickly to her Amazon offer
The Manager role is a stretch, but we believe that (with support) she will be successful in
that role on this Phase 2 work
The combination of a Manager promotion, 2 weeks rest, and the retention bonus will be
enough for her to decline the Amazon offer
Reason 4
If she leaves, the client has indicated they may not go ahead with Phase 2 leaving us with
a £450k revenue gap
How should we respond to April's Amazon job offer?
Question
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What we’ll cover today
21
You want them to…
Act
Pay Attention
Remember
Understand Part 1: Make it Clear (structure)
Part 2: Make it Engaging (narrative)
Bonus: Grab their attention (strong opener)
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4 steps to build a Narrative structure into your Recommendations
Insight
Define the ‘Aha’ moment.
What is our core recommendation that they will act on?
Hook
Find the hook.
What will make them pay attention?
Story
Write the narrative.
How can we bridge from the Hook to the Insight?
Actions
Tell them what’s next.
What needs to happen now?
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Example: Talent Strategy – imagine you’re advising HR
We are struggling to hire people and we have high attrition
• Attrition in the middle-manager peer group is 15-20% p.a.
• Other companies pay up to 50% more for equivalent roles
• Employee survey shows lack of clarity on career paths, insufficient role models, location an issue
The job is harder than it needs to be
• Decision-making is bureaucratic, slow, and overly political
• Too many meetings
• Lack of investment in basic IT infrastructure
No systematic development of expertise
• Average time in role is low (<2 years) and getting lower
• No knowledge management system. Too much information in ‘heads and hard-disks’.
• Poor onboarding and handover processes
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First – identify the “Aha” moment
Insight
1
We are struggling to hire people and we have high attrition
• Attrition in the middle-manager peer group is 15-20% p.a.
• Other companies pay up to 50% more for equivalent roles
• Employee survey shows lack of clarity on career paths, insufficient role models, location an issue
The job is harder than it needs to be
• Decision-making is bureaucratic, slow, and overly political
• Too many meetings
• Lack of investment in basic IT infrastructure
No systematic development of expertise
• Average time in role is low (<2 years) and getting lower
• No knowledge management system. Too much information in ‘heads and hard-disks’.
• Poor onboarding and handover processes
We must improve how we hire, enable and engage our people
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Next, grab their attention with a strong ‘Hook’ at the start
Insight
1
Hook
2
Our competitors are poaching our best people, with 20% leaving each year
We are struggling to hire people and we have high attrition
• Attrition in the middle-manager peer group is 15-20% p.a.
• Other companies pay up to 50% more for equivalent roles
• Employee survey shows lack of clarity on career paths, insufficient role models, location an issue
The job is harder than it needs to be
• Decision-making is bureaucratic, slow, and overly political
• Too many meetings
• Lack of investment in basic IT infrastructure
No systematic development of expertise
• Average time in role is low (<2 years) and getting lower
• No knowledge management system. Too much information in ‘heads and hard-disks’.
• Poor onboarding and handover processes
We must improve how we hire, enable and engage our people
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What makes a good hook?
Threat
“Our cost to acquire new customers
will increase 50% in two years if Facebook
change their algorithms again"
Opportunity
“Small business owners spend £30m
a year on services like this"
Hooks are memorable when they include:
Humans - bringing in a central
character (e.g., customer,
supplier, colleague) that the
audience care about
Value - use numbers to quantify
the impact
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Next, grab their attention with a strong ‘Hook’ at the start
Insight
1
Our competitors are poaching our best people, with 20% leaving each year
We are struggling to hire people and we have high attrition
• Attrition in the middle-manager peer group is 15-20% p.a.
• Other companies pay up to 50% more for equivalent roles
• Employee survey shows lack of clarity on career paths, insufficient role models, location an issue
The job is harder than it needs to be
• Decision-making is bureaucratic, slow, and overly political
• Too many meetings
• Lack of investment in basic IT infrastructure
No systematic development of expertise
• Average time in role is low (<2 years) and getting lower
• No knowledge management system. Too much information in ‘heads and hard-disks’.
• Poor onboarding and handover processes
We must improve how we hire, enable and engage our people
Hook
2
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Use Story points to bridge from your Hook to the Insight
Insight
1
Our competitors are poaching our best people, with 20% leaving each year
Reason 1: We make it harder than it needs to be to work here
• Inefficient: Slow decision-making, too many meetings, lack of basic IT infrastructure
• Ineffective: Lack of institutional knowledge management
• Not engaging: Average time in role <2 years
Reason 2: We offer our people less than competitors do
• Other companies pay up to 50% more for equivalent roles
• Employee survey shows lack of clarity on career paths, insufficient role models,
location an issue
We must improve how we hire, enable and engage our people
Hook
2
Story
3
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Finally – make it easy for them to know what to do next
Insight
1
Our competitors are poaching our best people, with 20% leaving each year
Reason 1: We make it harder than it needs to be to work here
• Inefficient: Slow decision-making, too many meetings, lack of basic IT infrastructure
• Ineffective: Lack of institutional knowledge management
• Not engaging: Average time in role <2 years
Reason 2: We offer our people less than competitors do
• Other companies pay up to 50% more for equivalent roles
• Employee survey shows lack of clarity on career paths, insufficient role models,
location an issue
We must improve how we hire, enable and engage our people
There are three things we can do:
1. Offer our people more – increase pay, clarify career paths, set-up a mentoring programme
2. Make it easy to work here – be clear on decisions, upgrade IT, set a better example
3. Share information more openly – document our expertise & create a knowledge bank
Hook
2
Story
3
Actions
4
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Starting point – structured data, but no story or “so what”
We are struggling to hire people and we have high attrition
• Attrition in the middle-manager peer group is 15-20% p.a.
• Other companies pay up to 50% more for equivalent roles
• Employee survey shows lack of clarity on career paths, insufficient role models, location an issue
The job is harder than it needs to be
• Decision-making is bureaucratic, slow, and overly political
• Too many meetings
• Lack of investment in basic IT infrastructure
No systematic development of expertise
• Average time in role is low (<2 years) and getting lower
• No knowledge management system. Too much information in ‘heads and hard-disks’.
• Poor onboarding and handover processes
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Our competitors are poaching our best people, with 20% leaving each year
Reason 1: We make it harder than it needs to be to work here
• Inefficient: Slow decision-making, too many meetings, lack of basic IT infrastructure
• Ineffective: Lack of institutional knowledge management
• Not engaging: Average time in role <2 years
Reason 2: We offer our people less than competitors do
• Other companies pay up to 50% more for equivalent roles
• Employee survey shows lack of clarity on career paths, insufficient role models,
location an issue
We must improve how we hire, enable and engage our people
There are three things we can do:
1. Offer our people more – increase pay, clarify career paths, set-up a mentoring programme
2. Make it easy to work here – be clear on decisions, upgrade IT, set a better example
3. Share information more openly – document our expertise & create a knowledge bank
Narrative structure makes it Clear and Engaging
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Our competitors are poaching our best people, with 20% leaving each year
Reason 1: We make it harder than it needs to be to work here
• Inefficient: Slow decision-making, too many meetings, lack of basic IT infrastructure
• Ineffective: Lack of institutional knowledge management
• Not engaging: Average time in role <2 years
Reason 2: We offer our people less than competitors do
• Other companies pay up to 50% more for equivalent roles
• Employee survey shows lack of clarity on career paths, insufficient role models,
location an issue
We must improve how we hire, enable and engage our people
There are three things we can do:
1. Offer our people more – increase pay, clarify career paths, set-up a mentoring programme
2. Make it easy to work here – be clear on decisions, upgrade IT, set a better example
3. Share information more openly – document our expertise & create a knowledge bank
Story ordering: Hook Story Insight Actions
Story
Hook
Insight
Actions
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Wasted spend & a stretched team: The power of a compelling hook
Total marketing budget is $6.5m per year
23% allocated to keyword ad spend on Google
8% of keyword budget goes on generic
keywords that have never generated sales
Opportunity to save $10k / month
We’ll need a project team to complete the
analysis and push through the changes
The data The story
Money wasted on under-performing keywords
could pay for two new colleagues
We spend $120k a year on generic keywords
That tail of keywords is unprofitable and has
never brought us new customers
Our team are over-stretched and we have
several new projects we want to run
It will take a few weeks to execute, but by
cutting that wasted ad spend we can recruit
two new people into the team
33
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Time to practice again!
35
Situation
Complication
Question
• April is a Consultant at a boutique consulting firm
• She has been there three years and is a rising star
• She is smart, creative, diligent and clients love her
This time…
• April has been head-hunted by Amazon, with an offer
that promises more pay and better work-life balance
• Her current project is coming to an end
• The client wants to roll into a Phase 2 - but only if April
stays on the team!
• How should we respond to April's Amazon job offer?
• Start from the output of the last exercise
• Identify an Insight (from your Recommendation)
• Then, think of a Hook – how can you make people
pay attention in just a few words? People, or value
• Add a couple of Story points, to bridge from the
Hook to the Insight
• Tell us what we need to do next – drive to Action
• Remember: Hook Story Insight Actions
10-minute exercise
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Example answer
We stand to lose £450k and one of our best Consultants if we don't act swiftly
Hook
Story points
• April is a star performer and clients love her
• She’s planning to go to Amazon, for £18k more pay, stock options, and better work-life balance
• If she goes, we’ll lose the Phase 2 work – worth £450k
• If we lose April then others may follow
Insight
We should promote April to Manager (£75k salary) and offer a £10k retention bonus
plus 2 weeks of beach time when Phase 1 ends
Next steps
1. Discuss this offer with April and get her commitment to stay
2. Confirm to the client that April will stay on, as Manager on Phase 2
3. Review support needed for April as a new Manager
37. Example: BeerCo Market evolution in Poland
Polish beer market is evolving, with major chains (esp. Discounters) taking share from Traditional Trade
‘Do nothing’ profit impact will be significant (-150M PLN in 4 year, -230M in 10 years)
• Consumers will buy the same amount of beer, but where they buy will change radically
Total beer volumes will stay flat, at 35 – 37M HL
In 10 years, Traditional Trade will have half current volume, but Discounters will be 3x larger
• Many Traditional Trade outlets that survive will enter franchises, shifting power to Cash & Carry
franchisors who will be highly influential in the market
C&C share of TT + HoReCa volumes will grow from 25% to 45% (>20% of total market)
• Traditional Trade will still buy significant volumes direct from BeerCo but this will fall each year
In 4 years, Traditional Trade will still be >50% of the market – we have time
BeerCo business model must change to protect profitability
We will evaluate business model options over the next 6 weeks
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What we’ll cover today
38
You want them to…
Act
Pay Attention
Remember
Understand Part 1: Make it Clear (structure)
Part 2: Make it Engaging (narrative)
Bonus: Grab their attention (strong opener)
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Example opener
“Great to see you today. I’m John. These are my colleagues Bran and Arya.
This meeting is to discuss the outputs from our employee interviews. By
the end of it you’ll know how people feel about the proposed changes.
We have some people who are unhappy and considering resigning –
we’ll present some options for you to manage this challenge.
As we go through it would be great to get your perspective on what we
can learn from the other recent change programmes & how you’ve
managed those.
To get us started, it would be great to hear if there are any specific
topics you want me to focus on first?”
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Inform: Clarity on purpose and outcomes
“Great to see you today. I’m John. These are my colleagues Bran and Arya.
This meeting is to discuss the outputs from our employee interviews. By
the end of it you’ll know how people feel about the proposed changes.
We have some people who are unhappy and considering resigning –
we’ll present some options for you to manage this challenge.
As we go through it would be great to get your perspective on what we
can learn from the other recent change programmes & how you’ve
managed those.
To get us started, it would be great to hear if there are any specific
topics you want me to focus on first?”
Inform
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Excite: Hook them in with a reason to listen
“Great to see you today. I’m John. These are my colleagues Bran and Arya.
This meeting is to discuss the outputs from our employee interviews. By
the end of it you’ll know how people feel about the proposed changes.
We have some people who are unhappy and considering resigning –
we’ll present some options for you to manage this challenge.
As we go through it would be great to get your perspective on what we
can learn from the other recent change programmes & how you’ve
managed those.
To get us started, it would be great to hear if there are any specific
topics you want me to focus on first?”
Excite
Inform
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Empower: Give them a clear role in the meeting
“Great to see you today. I’m John. These are my colleagues Bran and Arya.
This meeting is to discuss the outputs from our employee interviews. By
the end of it you’ll know how people feel about the proposed changes.
We have some people who are unhappy and considering resigning –
we’ll present some options for you to manage this challenge.
As we go through it would be great to get your perspective on what we
can learn from the other recent change programmes & how you’ve
managed those.
To get us started, it would be great to hear if there are any specific
topics you want me to focus on first?”
Inform
Excite
Empower
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Invite: A relevant question to get them talking
“Great to see you today. I’m John. These are my colleagues Bran and Arya.
This meeting is to discuss the outputs from our employee interviews. By
the end of it you’ll know how people feel about the proposed changes.
We have some people who are unhappy and considering resigning –
we’ll present some options for you to manage this challenge.
As we go through it would be great to get your perspective on what we
can learn from the other recent change programmes & how you’ve
managed those.
To get us started, it would be great to hear if there are any specific
topics you want me to focus on first?”
Inform
Empower
Invite
Excite
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Openers: Inform Excite Empower Invite
“Great to see you today. I’m John. These are my colleagues Bran and Arya.
This meeting is to discuss the outputs from our employee interviews. By
the end of it you’ll know how people feel about the proposed changes.
We have some people who are unhappy and considering resigning –
we’ll present some options for you to manage this challenge.
As we go through it would be great to get your perspective on what we
can learn from the other recent change programmes & how you’ve
managed those.
To get us started, it would be great to hear if there are any specific
topics you want me to focus on first?”
Inform
Excite
Empower
Invite
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46
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- We’d love your feedback
- It’ll take <5 minutes & you can opt-in to join our Slack Community
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3. Future webinars & workshops
Deri Hughes
deri.hughes@honeycombps.co.uk
+44 (0) 7730 748 531
Get in touch – we’d love to hear from you!