Work that makes a difference

The challenge

A newly appointed director at a large corporate was stepping into her first executive role. Technically strong, she was uncertain how to lead at the senior level and navigate the political complexity of a large institution.

The approach

A six-month one-on-one coaching engagement focused on leadership identity, stakeholder influence and decision-making under ambiguity. Sessions drew on positive psychology and neuroscience-based frameworks.

The challenge

A council team had been through a significant restructure. Morale was low, communication had broken down, and the new manager was struggling to bring the group together.

The approach

A series of facilitated workshops over three months, starting with a team health diagnostic and moving through sessions on psychological safety, communication styles and shared ways of working.

The challenge

A mid-sized professional services firm was growing quickly and at risk of losing the culture that had made it successful. Leadership wanted to define what they stood for before scale diluted it.

The approach

A cultural audit combining leadership interviews, staff focus groups and survey data. Findings were synthesised into a values framework co-created with the leadership team, followed by a rollout program for all staff.

The challenge

A utilities business needed to restructure a division of 80 people. The process had significant legal complexity and the organisation wanted to handle it in a way that preserved trust and treated people with respect.

The approach

End-to-end HR advisory support across the design, consultation and implementation phases. This included working closely with in-house legal counsel, preparing managers for difficult conversations, and supporting affected employees through the process.