People2.0 is a global Employer of Record (EOR) and Agent of Record (AOR) business serving the talent procurement sector. Owned by one of the world’s largest private equity firms, the organisation was under increasing pressure to deliver accelerated, sustained growth at global scale.

Having expanded through fourteen international acquisitions, the business had become highly capable but structurally complex. Execution, market presence, and proposition clarity had fragmented as a result of rapid growth.

Leadership recognised that the organisation’s existing positioning and operating model were no longer sufficient to support the scale of ambition required.

People2.0 engaged us as trusted external advisors to help unlock its next phase of growth.

Despite having built a market-leading global tax and compliance capability, the business was positioned primarily as a service provider.

This created several structural constraints:
• The true scale and sophistication of the organisation’s capability was under-recognised
• Value was being diluted through price-led competition
• Market perception limited access to the broader commercial opportunity
• Competitors with product-led narratives were defining the category, despite addressing only parts of the value chain

The challenge was not performance.

It was how the business understood, structured, and articulated its role in the market.

We were not engaged to refine messaging or improve marketing execution.

We were engaged to redefine the strategic logic of the business.

Our first step was to identify where People2.0’s true value sat within the global flexible-work ecosystem, and where that value was being constrained by legacy positioning.

We then designed a comprehensive strategic reset that included:
• Productising the organisation’s global capabilities, shifting the business from a service-led model to a product-led proposition that reflected its true scale and sophistication
• Repositioning People2.0 as a market maker within the flexible-work supply chain, focusing on the stakeholders responsible for approximately 80% of all flexible work arrangements
• Clarifying the role of each capability within a coherent, end-to-end architecture rather than as isolated services
• Enhancing the direct-to-worker offering to maximise lifetime value and future relevance
• Advising on the digital infrastructure required to deliver a more joined-up, intuitive experience for all stakeholders

This work reframed the organisation from a provider operating within a narrow segment, to a platform capable of owning a far broader and more defensible market position.

The strategic reset delivered clarity and momentum at multiple levels:
• Leadership achieved renewed alignment, confidence, and precision around the business’s ambition
• Investors gained a clearer understanding of where value truly sat, and where capital should be deployed to maximise return
• Customers could finally understand the full value of the proposition and engage more effectively
• The organisation was repositioned to compete on value and capability, not price

The work positioned People2.0 to meet, and exceed, the growth expectations of its private equity ownership, with a structure capable of supporting long-term global scale.