Our Clients

Leadership change, measured where it matters.

From energy and pharma to luxury and financial services, advisory delivered where the stakes are highest.

Trusted by global organisations

By the numbers

Real change, a broader reach.

Our scale

19 years

of leadership consulting work, since London, 2007

4 regions

of global programme delivery

10,000+

leaders coached and teams developed

5 of the top 10

FTSE 100 companies are long standing clients

Case studies

Real stories. Lasting change.

Vodafone

The challenge

Each year, approximately 100 high-potential leaders across Vodafone’s global operating companies were nominated for Inspired. Drawn from CEO-1 and CEO-2 populations, these were already accomplished leaders. The challenge was to prepare them to step beyond functional or market success and operate with the judgement, influence and enterprise perspective required at Vodafone’s most senior levels.

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700+

high-potential leaders developed

60 to 70%

promoted

Net Promoter Score

Ma'aden

The challenge

As Ma’aden grows at extraordinary pace, its HR Leadership Team has a critical role in enabling the organisation to perform and transform. The opportunity was to move beyond a collection of highly capable functional leaders towards a genuinely interdependent enterprise team: able to influence upwards at Group Executive level, work horizontally across organisational boundaries and collectively shape decisions on people, culture, performance and business priorities.

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Dramatic increase in trust: across the HR Leadership Team

One renewed HRLT Charter: defining collective purpose, accountabilities and ways of working

Stronger enterprise influence: across culture, people, performance and business priorities

Frasers Property

The challenge

As Frasers Property progressed its One Frasers strategy, the People and Culture Leadership Team needed to evolve alongside it. The opportunity was to move beyond a group of strong functional and market leaders towards a genuinely interdependent enterprise team: one able to think horizontally, challenge constructively, make decisions collectively and influence culture, talent and performance across the organisation. This required not another HR initiative, but a shift in how the team itself operated and led.

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18 months

sustained team transformation

One enterprise PCLT: aligned behind One Frasers

Stronger trust, challenge and collaboration: across markets and functions

Dyson

The challenge

Dyson’s Executive Committee brought together leaders accountable for major global functions and markets. The opportunity was to help them become more than a collection of highly capable functional leaders: a highly effective enterprise team, able to look beyond individual portfolios, navigate competing priorities and collectively lead Dyson as a whole. That same challenge of interdependence existed within Research, Design and Development (RDD), where the quality and speed of innovation depended on Research, Design and Development working seamlessly across disciplines, organisational layers and geographies, particularly the UK and Asia.

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18+ months

sustained transformation

75+

Design and Product Managers engaged

ExCo → RDD: leadership change through the system

DP World

The challenge

As DP World expanded rapidly across continents, it faced a pivotal challenge: unifying language, mindsets and behaviours across a diverse global workforce. With varying levels of maturity and different cultural contexts across more than 80 ports and terminals worldwide, there was a pressing need to define a single standard, 'The DP World Way', that connects identity, purpose and performance. Priorities included building a common global vocabulary, equipping first-time and mid-level managers to lead with confidence and clarity, and embedding the DP World Way as a living culture rather than a corporate statement.

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94%

content and immersion impact

100%

rated the programme "exceptional"

94%

skill uplift in influencing across boundaries (CDNA Team Climate Scorecard)

BT

The challenge

BT was undergoing significant cultural change. Yet for many frontline managers, success had historically centred on business performance, operational delivery and KPIs. Pioneers represented an important shift: managers were now being asked to take genuine ownership for people, culture and performance together. The challenge was to make that transition practical and relevant across 2,200 managers, multiple businesses and more than 20 countries, without turning leadership into theory.

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2,200

frontline managers

20+

countries reached globally

73 to 81%

stronger engagement

GSK

The challenge

GSK Mexico was navigating a significant cultural integration: a new expatriate General Manager, an established local leadership team and the need to translate GSK’s global ambition into something meaningful and actionable in-market. The challenge was not simply to align on values, but to create shared priorities, behaviours and ways of working, and make them real across multiple layers of leadership.

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30%

improvement in decision-making agility

71%

improvement in climate scores

change agents mobilised over 9 months

Morgan Stanley

The challenge

At a time of significant change for Morgan Stanley, Technology needed its leaders to do more than respond to transformation; they needed to shape the culture required to deliver it. Sponsored by the Chief Technology Officer in New York, the challenge was to bring 200 Technology Directors into an unusually open conversation about how the function really operated: where ownership was strong, where healthy challenge was being muted, whose voices were heard, and what needed to change for the function to perform at its best.

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200

Technology Directors

Radical Candour: a new level of healthy challenge

Collective Ownership: culture shaped from within

What our clients say

Real partnerships. Lasting perspectives.

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“We operate in a dynamic environment that changes by the minute. Technology is no longer something that supports the business, it is at the core of our business. I want the MD conference to be the foundation for all 150 Directors being aligned on mindsets and behaviours needed for this Culture transformation within Tech.”

Rob Rooney, Head of Technology, Operations & Firm Resilience, Morgan Stanley

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“I have always believed that the question of culture is fundamental for any organization. Culture – mainly defined not by the values and expectations written on the wall but by the way that leadership behaves – can be a fantastic accelerator for change, but can also be a complete derailer if a company gets it wrong. When I laid out the priorities for GSK, they were innovation, performance and trust to the power of 'c' for 'culture'.”

Emma Walmsley, Group CEO, GSK

Global footprint

Where our clients create change.

Regions: 4Regions
Clients: 19Clients
Published case studies: 9Published case studies

Let’s talk

Let’s create real change, together.

Speak to our team about how we can support your organisation.

Get in touch

Leadership change, measured where it matters.

Vodafone

Ma'aden

Frasers Property

Dyson

DP World

BT

GSK

Morgan Stanley

A force for good, beyond the boardroom.

Let’s create real change, together.