IMPACT Case - Sprints & Sneakers

When we joined S&S, the company was entering a new phase of growth; ambitious, fast-moving, and full of opportunity. But as with many scale-ups, the question was:

How do we keep our people engaged, healthy, and growing — while the business accelerates?

That became my focus as interim Head of People: to ensure the people strategy actively supported business growth, without compromising on well-being or culture.

Step 1: Defining the Core Values - and implementing them in the core People Processes. 

The team already put quite an effort into this, but they needed to finalised ánd, the most important thing, implemented in the People & Culture processes. 

The way we conduct interviews, the structure of our recruitment process, the perks and benefits, the systems we use, and the way we conduct performance reviews - everything needs to be aligned with who S&S is by heart. 

This created the base of how we would change and implement all processes. 

Step 2: From Quality of Life to measurable wellbeing

“Quality of Life” was already an important company value — but we turned it into something measurable.
We introduced Quan, a wellbeing platform that provides real-time insights into how people feel and where improvements are needed.

Based on these insights, we reviewed and updated our perks and benefits, including the implementation of Alleo, to offer employees more flexible and personalised wellbeing options.

Step 3: Strengthening the Employee Journey

We optimised key touchpoints across the employee experience — from onboarding to development conversations — ensuring every step reflects S&S’s values and growth mindset.
We also launched a new performance review system, designed to promote continuous feedback, transparency, and growth conversations rather than annual box-ticking.

Step 4: Clarity and fairness through a salary benchmark

To bring transparency and fairness to compensation, I conducted a salary benchmark and defined clear ranges across roles.

This gave both managers and employees clarity on growth paths and internal equity, while ensuring we stay competitive in the market.

Step 5: Empowering Growth through leadership & learning

We trained the People & Culture team, set up the S&S Academy, and developed a leadership program to support managers in leading with both structure and empathy.

The focus: build capability, strengthen communication, and ensure leaders can carry the cultural shift into the next phase of growth.

The Result

S&S now has a scalable, people-first foundation that supports both growth and wellbeing.
Where many companies see high performance and quality of life as opposites, S&S is proving they can go hand in hand — with a strategy that connects people, purpose, and performance.