A shared language for value, across three luxury brands

Kerzner International, the group behind One&Only, Atlantis and SIRO, had no shortage of ambition. But activity was spread across brand, commercial, digital, CRM, sales, revenue and operations stakeholders, each with their own priorities, language and measures of success.

The predictable problems followed: effort concentrated on short-term wins rather than long-term roadmaps, work prioritised by urgency rather than enduring commercial value, and promising initiatives stalling between phases because nobody owned the handover. Teams needed a common language for outcomes, ownership, progression and measurement.

Garry designed a commercial value-enablement playbook built on three fixed concepts. A stakeholder lifecycle describing the relationship from first awareness to renewed engagement: discover, consider, commit, experience, memory, rediscover. A research-based model of six stakeholder needs, from control and confidence through to meaning and connection, describing the kind of value that matters most at each point. And a value-generation lifecycle describing how the organisation progresses work internally: frame, intent, assess, design, prepare, execute, measure.

Combining the external lifecycle with the internal phases produces a matrix that makes every piece of work precise: which stage of the relationship it improves, which need it serves, and how mature the organisation's response is. Around the model he designed the operating rhythm to run it, including a unified backlog, shared objectives and key results, prioritisation as a team of teams, progress showcases and outcome reviews, with governance canvases, role lanes and RACI logic to keep ownership clear. The framework was pressure-tested against real scenarios including MICE, weddings, resort openings, branded residences and wellness-led propositions.

Kerzner gained a reusable way to align teams around human needs, commercial value and organisational readiness. Written to teach for adoption rather than sit on a shelf, the playbook strengthened the operating model, clarified ownership and improved commercial prioritisation across brand, CRM, operations, data and finance, and it shaped the concept for an Experience & Innovation Management Office connecting guest and employee experience to Board-level targets (currently pending budget approval).

The work also supported development of the group's 3-year strategy. To make that strategy legible and usable across the organisation, Garry designed and built an interactive strategy site: vision, entity structure, operating model, value-generation lifecycle, cascading OKRs and delivery roadmap, navigable in one place rather than buried in decks.