Russell Group University

Overview

A founding member of the Russell Group engaged the juniper blueprint (tjb) to support two critical areas of commercial transformation:

1. Mobilisation and implementation of a major strategic contract used across the entire university, and

2. A diagnostic review and redesign of the University’s contract management operating model, aimed at establishing a sustainable, future ready approach.

The University manages over 400 contracts with a combined value of £656m, spanning multiple faculties, departments, and specialist operational areas. With increasing commercial demands and limited capacity within the Contract Management Team, the University recognised the need for targeted support to strengthen governance, improve consistency, and modernise its commercial operating model.

Part 1: Strategic Contract Mobilisation & Implementation

tjb partnered with the University to mobilise a high value, strategically important contract used across academic, professional services, and research environments. Our work included:

• Development of a comprehensive communication framework to ensure clarity, consistency, and alignment across diverse stakeholder groups

• Creation of multi channel briefing content tailored for senior leaders, operational managers, academic departments, and end users

• Close collaboration with the supplier to design and implement a robust mobilisation and transition plan, including platform updates and onboarding processes

• Complete redesign and refresh of internal SharePoint sites, improving usability, navigation, and access to contract information, guidance, and tools

• Briefings to senior leadership to support decision making, readiness, and alignment across the institution

• Creation of contract management plans and contract governance framework to support the effective management and drive value from the contract.

This work ensured the contract launched smoothly, with clear governance, strong supplier engagement, and a consistent user experience across the University.

Part 2: Contract Management Operating Model Review

The University commissioned tjb to undertake a six week diagnostic review of its contract management operating model. The existing approach had become unsustainable due to:

• Rapid growth in the number and complexity of contracts

• Increasing expectations placed on a small commercial team

• Variability in contract oversight across faculties and departments

• Limited capacity to expand headcount

Our Diagnostic Approach

tjb conducted a structured review of the current state, including:

• Analysis of contract volumes, spend, categories, and oversight responsibilities across the team

• Mapping of the current service offer, including processes, controls, systems, and governance

• Assessment of functional maturity, identifying strengths, gaps, and opportunities for improvement

Key Deliverables and Recommendations

Following the diagnostic, tjb produced a set of practical, implementable recommendations designed to strengthen governance, improve efficiency, and create a sustainable operating model without increasing headcount:

• Delivered a revised Target Operating Model and refreshed service offer for contract management

• Delivered a new contract tiering tool with training guidance, simplifying and standardising how contracts are prioritised

• Recommended Governance redesign aligned to the new tiering approach

• Recommended redesign of streamlined contract change management process

• Recommended development of self service tools and guidance to increase autonomy for business led contract owners, reducing dependency on the central team.

These recommendations provided the University with a clear roadmap for strengthening commercial capability, improving consistency, and building long term resilience.

Our Expertise

tjb brings extensive experience supporting complex organisations across the public sector, higher education, and large interdisciplinary environments. Our team combines:

• Deep commercial and procurement expertise

• Proven delivery across high value, multi stakeholder programmes

• Strong governance, operating model, and transformation capability

• The ability to work at pace while maintaining quality and clarity

• A commitment to knowledge transfer, ensuring internal teams can sustain improvements.

We work confidently with senior stakeholders, including C suite, executive boards, and cross functional leadership teams, providing both strategic insight and hands on delivery.