Case Study: Two Circles

Why DEI Mattered (and Why Now)

Two Circles first engaged Mix around 2020–21. While wider global events prompted reflection across many organisations, the motivation here went further than a reactive response.

The team wanted to take DEI seriously, approach it with integrity, and ensure the work would stand the test of time. They were clear that lived experience alone wasn’t enough, and that external expertise was needed to bring structure, challenge and credibility.

“We wanted to be authentic and have longevity – not a flash-in-the-pan reaction. We were very aware that none of us were DEI experts.”
Eyan Sham – People and DEI Lead at Two Circles

As the organisation continued to grow quickly, the need to keep checking assumptions and staying honest about progress became even more important.

Working With Mix – Starting With An Honest Audit

 
Before working with Mix, DEI activity at Two Circles existed, but it was largely ad hoc.

There had been unconscious bias training, inclusive recruitment sessions, and early employee-led initiatives such as a women’s network. These were positive steps, but they weren’t yet joined up into a clear, organisation-wide approach.

In some locations, individuals could feel isolated – for example, being the only woman in an office – which reinforced the need for stronger connection, support and shared learning across teams and regions.

Two Circles originally partnered with Mix in 2021, to carry out a structured DEI audit. The audit provided an external, expert perspective across culture, policy and practice.

Rather than being a surprise, the findings validated what the team was already sensing internally and helped give confidence to move forward.

“It was actually really nice to have that validation. It confirmed the things we knew needed doing and gave us permission to act.”

When Two Circles re-engaged Mix in 2024, the follow-up audit showed clear progress – moving from proactive to progressive. For the team, this wasn’t about the label, but about knowing the work was having real impact.

Leadership Engagement and Shared Ownership

Leadership engagement was strong from the outset. Senior leaders were open to being interviewed, asked challenging questions, and reflecting on how culture shows up in practice.

As the organisation expanded globally, repeating the audit with a broader leadership group added further depth. Hearing how the same questions landed in different regions helped shift thinking away from a London-centric view and towards a more globally aware approach to inclusion.

This reinforced that DEI isn’t owned by one function or one location – it’s a shared leadership responsibility.

What Changed In Practice?

 
One of the most visible changes has been the growth and confidence of employee networks.

Two Circles now has six active networks, including Women’s, Black, LGBTQIA+, Parents, Neuro-Inclusion and Islamic networks. These groups are not symbolic – they are active, visible and increasingly self-sustaining.

“What’s measurable is how normalised and organic this has become. I don’t need to ask people to do this – people are just doing it.”

Networks have led company-wide surveys, hosted events, created learning spaces and opened up conversations that feel relevant and grounded in real experience. DEI activity is now more visible, more shared and less reliant on central coordination.

What Eyan Learned Along The Way

For Eyan, one of the biggest learnings was the importance of infrastructure. Good intentions alone don’t create inclusive culture – systems, policies, accountability and ongoing effort do.

Another key insight was the role of allyship. DEI conversations often landed more effectively when allies spoke openly about their own learning and responsibility, rather than relying solely on people with lived experience to carry the message.

Eyan also noted how practical many of the solutions were. Rather than complex frameworks, much of the progress came from achievable actions that aligned closely with good business practice.

Looking Ahead

Two Circles sees DEI as ongoing work, not a finish line.

As the organisation continues to grow globally, the focus is on building structures that allow inclusion to be driven locally, in ways that make sense for different regions and cultures. The aim is consistency without uniformity – raising standards everywhere while respecting local context.

Progress so far is something people are proud of, but the mindset remains forward-looking.

“Everyone was really proud of getting to progressive – but the immediate response was ‘there’s more to do’. That felt like a really healthy place to be.”

Working with Mix helped Two Circles move from intent to structured action. The audit process provided clarity and momentum, leadership engagement supported honest reflection, and employee networks helped embed inclusion into everyday working life.

The result isn’t a finished destination – it’s a stronger foundation, shared ownership, and a clear commitment to keep moving forward.