Case Study
Building a Commercially Effective Marketing Function
Eleventh Hour Group
Specialist Healthcare, Insourcing & Complex Care Services
The Organisation​​​
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Eleventh Hour Group operates across multiple healthcare and care-related divisions including staffing, complex care and specialist support services.
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The organisation delivers services within a highly competitive healthcare landscape where trust, operational credibility and visibility are critical to commercial growth.
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As the business expanded, the need for more structured and commercially aligned marketing became increasingly important.
The Challenge​
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Prior to the engagement, marketing activity existed across the organisation but lacked central coordination and strategic infrastructure.
Key challenges included:
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Inconsistent messaging between divisions
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Fragmented communications
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Reactive marketing activity
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Limited strategic oversight
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Underdeveloped digital positioning
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Difficulty communicating service differentiation
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Lack of integrated commercial marketing systems
While the organisation delivered specialist services across complex healthcare areas, this expertise was not being consistently reflected externally.
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The business required a marketing structure capable of supporting both operational growth and long-term commercial positioning.
The Approach
Eleventh Hour Group partnered with Withers & Sloane to build a commercially aligned marketing infrastructure capable of supporting growth across multiple healthcare divisions.
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Rather than delivering isolated campaigns, Withers & Sloane embedded strategic marketing leadership directly within the organisation, assembling and coordinating a multi-disciplinary team across content, video, photography, strategy and digital delivery.
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The engagement focused on improving commercial positioning, operational alignment, digital credibility and scalable marketing capability across the wider business.
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Withers & Sloane implemented a hybrid model designed to embed senior-level marketing expertise within the organisation while leveraging a wider specialist network.
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This included:
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Fractional strategic leadership at executive level
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Full diagnostic of market positioning, brand perception and internal communications
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Development of a structured marketing strategy aligned to commercial objectives
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Introduction of consistent messaging and targeted digital engagement
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Specialist delivery across content, social media, lead generation, video production and photography
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Coaching leadership and operational teams to strengthen commercial awareness.
Rather than operating as an external agency layer, marketing capability was built directly within the business to ensure relevance, agility and long-term impact.
The Results
Within the first twelve months, the organisation experienced clear commercial improvements:
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Three new contracts directly attributed to targeted LinkedIn campaigns
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Estimated marketing return on investment exceeding 300% on all campaigns
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Operational cost efficiencies achieved through improved marketing infrastructure
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Significant improvement in brand perception across the healthcare sector
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Stronger support for business development and lead qualification processes
Financial performance also shifted materially. The organisation moved from an EBITDA loss position to a projected EBITDA of approximately £550k within one year, alongside the establishment of a £2.6 million revenue growth target.
The Impact
Beyond measurable financial outcomes, the introduction of embedded strategic marketing leadership reshaped how the organisation communicates its value. Directors reported improved alignment between service delivery, brand positioning and commercial messaging.
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The Withers & Sloane model enabled Eleventh Hour Group to build a scalable marketing capability that reflects the realities of its sector while supporting sustainable long-term growth.
