Global Investment Bank
Winding down more than 90% of its APAC operations (including making 3,600 people redundant), the task of keeping staff engaged to manage risk exposure and meeting client, regulator and parent company deliverables was a unique and complex project.
Global Distribution Company
After years of autocratic leadership, staff cuts, cost reduction initiatives and reorganisations – all with the associated cultural toll – a new Exec team wanted to upgrade their own working methods, revitalise culture and equip the next level of senior leaders to handle increased autonomy.
Australian Engineering Firm
The business was experiencing rapid evolution in many directions at the same time. To thrive in this turbulence and succeed in their ever-expanding roles, required senior leaders to develop a leadership culture that supported high performance in a rapidly changing environment and maintained their results trajectory.
Australian Tech Company
Senior Leadership Team
The newly formed senior leadership team was experiencing a combination of pressures: aggressive growth targets, switching from product focus to consulting, tensions between sales and delivery and an overwhelming number of ‘priority’ projects. They needed to learn to collaborate and align their efforts across the business at speed.