Partners and directors

Benjamin Taylor

Benjamin is founder and managing partner at RedQuadrant, and chief executive of the Public Service Transformation Academy. He studied philosophy, politics, and economics at Oxford University before becoming co-ordinator of a youth development charity. He moved on to Shepherd's Bush Advice Centre, part of the London Borough of Hammersmith and Fulham and has been in and around public service ever since. For seven years, he was adviser to the leader of the council, involved at the highest level in budget setting, policy, and the first round of local strategic partnerships. He was also 'eGovernment manager', when that was a thing, a leader of the Customer First programme, and helped to procure a local strategic partnership. In doing this he came across consultants - including some he now works with - and found them full of new and exciting ideas. That led to a career in PWC and Sector Projects (part of Capita group), where he worked with clients from the Government of Armenia to Birmingham City council. He has undertaken voluntary accreditation missions for Youth Business International in Bangladesh, Dominica, Sweden, and Serbia. Benjamin is passionate about systems thinking, customer-led transformation, lean, and generally better ways to run and lead organisations. He holds a lean six sigma black belt and is accredited to run the power+systems organisation workshop and 'when cultures meet' workshop. Benjamin is a non-exec director of SCiO, visiting lecturer in applied systems thinking at Cass Business School, City Univerity, and has lectured at Nottingham Business School and Oxford Said/HEC Paris. Cycles to work, Boris-style.

Lorna Smalley

Lorna started work developing and implementing technology solutions for private sector organisations in the retail, motor, and airline industries, before moving to local government in the early 1990s. She noticed that, however good the technology solutions were from a technical point of view, people didn’t necessarily want to use them. Usually, this was because business processes had not been aligned to the new systems, or that staff were not prepared to change the way they worked – or both. Over the past ten years, Lorna has been working in process improvement and change management within local government. She has run a number of projects with and without technology elements, and in recent years has focused on culture change through organisational development, particularly coaching and mentoring. Lorna is our director for people, coaching, and learning and development.