Case Studies

Overview

A profitable but stagnant organisation sought to increase growth but repeated internal attempts to do so had failed. Engagement was to develop a strategy that matched external opportunities for growth within organisations ability to execute and advise implementation.

Approach

Starting with a strategic review identified three unrelated technologies that were approaching a level of performance that if bought together would completely change the cost structure and value proposition of the industry.

This strategy required world class technical talent which this client did not have. Created a talent acquisition strategy that appealed to this talent, implemented internal initiatives to improve EVP and created a new select process, including addition of psychometrics to attract and identify required talent.

Articulated the opportunity in language that enabled the team to make daily prioritisation decisions. Redesigned the goal setting and performance management approach of the organisation from efficiency focused to experimentation and learning capture.

Coached leaders on required changes in management approach to foster innovation.

Outcome

The addition of world class technical talent built products that attracted the leading investors in their vertical which in turn facilitated creation of new customer and manufacturing technology that changed the industries economics . Expanded into a dozen new international markets, increased valuation 62x (from commencement of work to most recent funding round) and is now known as a leading innovator in their industry.

Overview

A first time CEO was unexpectedly thrust into the role, in an interim capacity, at a time of extreme upheaval at a SaaS company. Investors sought an experienced CEO to work with this individual to smooth transition, provide support and give CEO tools needed to be effective.

Approach

Acted as a behind the scene co-pilot through an intensive period of coaching, prioritising, sequencing, developing personal OS to get the CEO onboarded and with the toolkit to execute at the speed circumstances required.

Outcome

Within three months the new CEO had a re-committed team, rolled out a new GTM targeting a higher growth market segment, developed an effective and authentic way of operating and was so effective the board ceased their CEO search and gave them the role permanently.

Overview

The executive team of an international consultancy missed two key opportunities, was performing below expectation and acrimony was evident between executives. Engagement was to determine requirements for the executive team to be effective (including team composition), followed by advising on implementation.

Approach

Use psychometrics and 1-1’s to deepen understanding of effectiveness and vulnerabilities at the individual level. Presented aggregated psychometric results as a team profile to highlight the root cause of challenges. This allowed individuals to see their contribution to the challenges in a data backed, non-confrontational way.

Workshopped solutions and integrated into workflows and decision making processes

Outcome

CEO reports acrimony has not resurfaced and group level effectiveness is at its highest level in their memory. No personal changes were required.