HR & Payroll Strategy

Customer Background:

The Gala Coral Group (GCG) formed after the merger in 2005 of Gala and Coral Eurobet forming a company with established brands and gaming businesses both online and on the high street. GCG provide gambling through a number of channels including bookmaking, Bingo, Casino’s and online.

Through acquisitions the group now have in excess of 1700 licensed betting offices and is the UK’s largest Bingo Operator.


Scope / Deliverables:

Engaged in 2008, Dragonhead Consultancy Ltd were requested to review the existing HR& Payroll processes and provide recommendations to the Gala Coral Board in their approach to widening the current offering.


Gala Coral had recently undergone a merger of the two businesses and were undergoing a period of business change, impacting a number of divisions and head office services. Dragonhead Consultancy Ltd engaged the business with a view to delivering:

  • Understanding of the existing business processes across the business
  • Identification of risks / issues in the current operation
  • ‘To be’ process recommendations
  • Industry benchmarking and best practice
  • Alternative approaches to deliver the agreed solution (short / long term goals)


To ensure that a clear and balanced recommendations document was delivered, Dragonhead Consultancy Ltd ensured that there was engagement from all levels of service from Strategic, through Tactical and down to Operational:

  • Meetings with Heads of service and directors to understand strategic goals
  • Tactical level interviews with Managers of the operations
  • Workshops and ‘as is’ process capture
  • Establishment of HR product development roadmap and existing constraints
  • Definition of proposed ‘to be’ processes (short / medium / long term)
  • Regular progress reports with Sponsor and Management teams
  • Recommendations of infrastructure enhancements and best use of existing kit
  • Board recommendations document


  • Fully captured processes across the estate, including head office, Area Managers, Shops and stadia
  • Exhaustive list of risks, issues and constraints defined
  • Supportive participant engagement at all levels of the organisation
  • Outcomes delivered within requested timescales
  • Accepted and considered recommendations document, with some of the shorter term suggestions immediately adopted

Constraints and Risks

  • Time of change within the organisation making individuals suspicious of questions and potential impact
  • Diverse locations ranging from the East midlands to the south coast
  • Aggressive timeline to deliver outcomes and recommendation
  • Variety of processes adopted across the differing business units to support the same outcome


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