Fedgroup's monthly steps challenge already worked. Employees participated and leadership supported it. The weak point was the voucher process behind it.

HR had to buy vouchers, decide which options to offer, distribute them and track who had received what. Every successful challenge created more administration.

Strove kept the monthly tradition and changed what happened after an employee reached the goal.

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Carrie Fenn kept the programme moving

Carrie Fenn, now Chief of Staff for Alternative Asset Management, led Fedgroup's Strove programme from launch.

Her role changed after a promotion, but her team asked her to remain the Strove Champion. That continuity gave the programme a recognisable internal owner across Fedgroup, Matriarch and Intellicoms.

The three entities joined Strove's Core Plus programme in July 2024.

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The old reward flow

The monthly steps challenge ended with a manual process:

1. Confirm who reached the target.
2. Purchase the selected vouchers.
3. Distribute them to employees.
4. Resolve expired, missing or unsuitable rewards.

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Employees received a reward, but had little choice over the brand or timing. They couldn't keep the value towards something they preferred.

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The new reward flow

Employees who reach the steps goal receive Strove Coins automatically.

They can redeem the coins for coffee, shopping and other available rewards, fund a tree, or keep the balance for later. The coins don't expire.

HR no longer needs to purchase and distribute the monthly vouchers. It still owns the campaign and employee communication, while Strove handles the reward allocation and catalogue.

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Carrie describes the difference:

"What I love most is that it removed all the admin on our side while giving our employees something that actually feels rewarding and personal. The fact that our people keep coming back, month after month, tells you everything."

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The result across three companies

Fedgroup, Matriarch and Intellicoms reached a combined activation rate of 99% across the three entities.

Leadership also appeared among the active participants. In 2025, the top three included Stef Valenti, Managing Director of Alternative Asset Management, and Yusuf Moosa, Regional Manager of Distribution.

That participation made leadership support visible inside the same leaderboard employees used.

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Moosa also connects the rewards to a practical personal benefit:

"I like Strove's rewards systems, which help in achieving goals and assist with monthly budgets. I use it for fitness and find it motivating."

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What this case proves

Fedgroup didn't need Strove to invent a wellbeing culture. It needed a better system for a programme employees already valued.

The measurable operational change is narrow and useful: monthly voucher purchasing and distribution moved out of HR's workflow, employees gained more reward choice, and the programme recorded 99% activation across three entities.

Carrie's continued ownership shows the other half of the model. Automation removed repetitive work, but an internal champion still gave the programme a human centre.