The GMB's BHX4 campaign represents a huge step forward for trade unionism faced with the changing nature of work and the changing composition of the working class. It challenges the idea that traditional trade unions cannot undertake such organizing effectively, demonstrating that they can be just as capable of fostering the kind of ‘communities of struggle’ that Però identifies as critical to the success of indie unions organizing precarious workers. The principles identified in Chapter 8 as constituting the Coventry Model show how this was achieved at BHX4, although it is important to also take into account other factors beyond the union's control that contributed to the growth of membership, including the combined pressures on workers that prompted the first mass actions in August 2022, and a management culture that worker-leaders consistently described as disrespectful, irritating many workers and pushing them towards the union.

The analysis presented here is not intended to claim that trade unions following these principles will always and everywhere be able to achieve the same results (falling into the formulaic trap that Little, Sharp, Stevenson and Will warn against), but rather that the Coventry Model offers lessons for how to make the most of the opportunities that present themselves; in particular, how to capitalize on, and create, spaces and times for organizing as a mobile practice in environments that are highly controlled by an employer that is hostile to autonomous worker organizing.