Link Mobility

The business challenge 

LINK Mobility is one of the largest providers of mobile business messaging. It boasts a customer list that features some of the world’s biggest retail brands. 

In recent times, its expansion and growth has predominantly come through acquisition. In the UK, three businesses were acquired to propel growth. 

As the companies were merged into a single operating model, it prompted of change in the overall leadership of LINK UK and until a suitable candidate was appointed, LINK needed an interim MD. 

Given Graystone Strategy’s deep and broad expertise in the mobile sector and adjacent industries, LINK Mobility asked the team to step in and provide interim leadership until a permanent managing director could be hired.

The solution 

Graystone Strategy appointed Jo Hermon to be LINK’s fractional managing director, supported by James Gray, Graystone’s MD. 

Jo has a wealth of experience in overseeing strategic design and a reputation for bringing people together during periods of change. Coupled with James’ in-depth strategic knowledge of the industry and his recent stint as interim MD in Spain, the pair were able to devise a strategy that would set the footings for the future. 

It was clear that LINK’s newly expanded team were expert and skilled but were feeling the effects of the mergers and there was a risk they would leave. There was also a duplication of effort between teams, and inefficient processes were hindering progress. There were also the inevitable operational challenges associated with merging multiple companies together, not to mention multiple tech stacks to manage. Employee satisfaction scored had slumped and there was an acute need for stability. 

Jo developed an interim strategy with James that could be handed on to her successor, and more crucially would give people clarity in terms of the company goals, and their individual role in achieving the vision. It comprised:

• Rebuilding morale, engagement and confidence across the organisation
• Aligning teams and leaders around a single UK operating model
• Realising operational efficiencies across functions
• Guiding technology consolidation in partnership with the Tech Director
• Improving gross margin performance and trajectory
• Delivering the 2026 budget, setting out a credible plan for double-digit growth, including a clear go to market plan 
• Recruiting, onboarding and handing over to the incoming permanent MD
• Establishing a clear commercial and operating plan into 2026

Jo’s pragmatic approach to doing business, coaching skills and interventions stabilised the business and employee happiness. Budgets were set and adhered to, people knew what they needed to do to deliver product and customer excellence, and the right technical and operational changes were set in train. 

The outcome 

James and Jo helped LINK not only create a more cohesive business but make a fast start on its new strategy. 

• Employee engagement scores recovered from a low base and rose significantly compared to year-on-year data, and key talent was retained through a period of significant change. 
• New appointments were made to build the teams capability in line with the new business plan.
• The organisation moved from operating as disparate businesses to working as one UK team, and back-office functions were consolidated reducing duplication.
• Gross margin performance improved year-on-year, with a positive month-on-month trajectory maintained throughout the period and into 2026.
• A 2026 budget was delivered targeting double-digit growth, supported by a robust go-to-market plan. Revenue and margin grew and overall company performance turnaround. 
• The technology consolidation was sequenced against priorities and company needs, with a defined roadmap for further change through to the end of 2026.
• The LINK leadership team was supported in its search for high calibre candidates for the UK managing director role and a smooth transition was completed in such a way as to ensure continuity and momentum.