The customer
The Teachers’ Union of Ireland represents more than 20,000 educators working across post-primary schools, further education colleges and technological universities.
With member expectations shifting and internal systems no longer fit for purpose, TUI set out to modernise how it serves its members. That meant replacing an outdated membership CRM, introducing a new member portal, and creating a stronger foundation for self-service, automation and better access to data.
The challenge
At the start, this was not simply an implementation project. TUI first needed clarity on what should change, what the right technology looked like, and what investment would be required to make it happen well.
From there, the challenge widened. The organisation needed to select the right supplier, prepare internal teams for change, keep the programme moving over a long delivery period, and make sure the value set out in the business case was genuinely realised.
What needed to happen
- define requirements across the organisation
- select the right technology partner and delivery approach
- prepare internal teams for implementation
- manage delivery of a new CRM and member portal
- support staff through a significant period of change
- make sure the promised benefits were delivered in practice
The approach
We supported TUI across the full transformation journey, from early planning through to delivery and benefits realisation.
Defining the path forward
We began by helping TUI shape the programme itself. Through requirements gathering across all business areas, we developed user stories, identified opportunities for improvement, and created a clearer picture of what the future needed to look like.
Using our methodology, we then ran a structured tendering process to help TUI assess potential suppliers and choose the option that best matched its needs, ambitions and budget.
Alongside this, we supported organisational readiness by helping define governance, roles, responsibilities, reporting lines and feedback mechanisms. That gave the project a stronger structure before implementation began.
Delivering the transformation
Once the direction was set, we took on project management responsibility for the implementation of the new CRM and member portal.
We drove the project forward, coordinated activity across stakeholders, managed risks and issues, supported internal teams with project responsibilities, and held suppliers accountable for delivery. Our role combined delivery oversight with practical experience in supplier management, business process design, user acceptance testing and stakeholder engagement.
“During what was an 18-month journey, GetSavi were constantly available, not just for all technical tasks around the project, but also for 1:1 support, guidance and advice for me as the union’s internal project lead.”
Administrative Officer, TUI
Keeping people at the centre
Alongside the technical work, we ran an ongoing change management workstream to help staff feel informed, involved and ready for what was changing.
This included workshops, early exposure to new tools, clear communication around benefits, and practical support to address concerns as they emerged. The focus was not just on introducing new systems, but on helping people feel confident in using them and positive about the change.
Turning the business case into reality
Throughout the project, we also focused on benefits realisation.
We created a benefits realisation plan with clear actions, ownership and success measures, then tracked progress to help ensure improvements were delivered as early as possible after go-live. That kept the programme grounded in value, not just delivery milestones.
The results
TUI moved from early uncertainty to a fully delivered technology transformation, with stronger systems, clearer processes and a more modern foundation for member services.
A clearer route forward
The organisation moved from asking what should change and what it would cost, to having a defined plan, the right supplier in place, and a more confident path into delivery.
Stronger internal readiness
Governance and stakeholder engagement were established early, helping teams feel more prepared for implementation and more involved throughout the programme.
Better delivery control
With dedicated project oversight and supplier management in place, TUI had a clearer delivery process, reduced risk and stronger accountability across a complex, multi-phase change programme.
Value that continued beyond go-live
By focusing on benefits realisation throughout, the project stayed connected to the outcomes it was meant to deliver for staff and members, not just the systems being introduced.
“We recognised at the outset of our transformation that this would require a real discipline to change. GetSavi helped us with that at every step of the way, ensuring landed safely at the end.”
General Secretary, TUI
