Kate Waters Consulting

In today’s fast-paced world, organisations have to be able to adapt in order to thrive. 

But too often, ambitious change plans fail to achieve their objectives. And usually, it’s because they’ve underestimated what it takes to drive lasting change in the way their people think, feel and behave. 

I believe that two things are necessary for successful change: clarity about the organisation’s purpose, direction and desired behaviours, and a culture based on trust, connection and psychological safety. 

If you get this right, your employees don’t just know what they need to do. They believe in where the organisation is heading, and feel supported and motivated to help you get there. 

I’ve spent fifteen years working in large, complex organisations, leading communication and employee engagement through high-pressure change. I know what it takes to make change succeed, and I’ve seen what happens when it isn’t designed with real people, and real organisations, in mind.

Alongside that, I’ve gained an in-depth understanding of leadership and organisational culture, including Masters-level research into how communication drives behavioural change. I continue to build on that knowledge to make sure my work is based on evidence and new ideas. 

I understand the theory behind successful change. But what I really care about is making it happen.

Because when change is done well, it doesn’t just deliver a strategy. It creates organisations where people feel clearer, more confident, and able to do their best work—and that’s what leads to real, lasting impact.

My career journey

After a year working in Paris and a postgrad course in journalism, my career really began in a busy press office at The Prince's Trust, the UK's leading youth charity. I loved every minute, and progressed quickly to become Senior Head of Communications, leading national media campaigns on issues like youth unemployment and social mobility, managing PR for high-profile fundraising events and establishing the charity’s internal comms function. 

In 2016, I joined the NHS as Head of Communications at Royal Papworth Hospital — the UK's leading specialist heart and lung hospital — reporting directly to the CEO. This is where I got really interested in change and employee engagement, helping the hospital navigate two of the most demanding periods in its history: a landmark relocation to the Cambridge Biomedical Campus, and the Covid-19 pandemic. 

Keeping staff, patients and the public informed during this time was only part of the challenge. Maintaining trust, shifting culture and making people feel involved, listened to and genuinely valued was what helped the organisation adapt and thrive in a new location and play a critical role in the UK’s response to the pandemic. 

In 2021, I joined the University of Cambridge to lead change communication during a period of significant transformation — a real challenge in an organisation with 13,000 staff across 100+ departments, each with its own identity and ways of working. 

This experience taught me the importance of designing an approach to change that takes the organisation’s existing structure and culture into account. And I learned to throw out the rulebook when it comes to change management: the reality is that change is messy and complex, and you need to be able to adapt your approach to fit what people need at any given time. This experience also underlined my belief in the importance of listening and co-creation to support successful change. When people feel listened to, and have opportunities to shape the organisation’s future, they are much more committed to helping it succeed.  

Education

• BA (First Class Honours), French with German – University of Exeter
• MA (Distinction), Internal Communication Management – University of Solent / Institute of Internal Communication.  

Professional memberships

• Fellow – Institute of Internal Communication (IoIC)
• Board Member – IoIC Standards and Skills Board
• Chartered Practitioner – Chartered Institute of Public Relations