The transition from Associate to Partner is a significant change that takes time to master. We worked with our client, a leading international law firm, on leadership sessions that helped position new partners to take on a broader leadership role within the firm and strike a new balance between delivering work and winning new clients.
A dynamic digital commerce consultancy with operations in multiple geographies is challenged with rapid growth and change as well as time zone and cultural diversity in a fast paced sector.
Our client had gone through an enormous amount of change in the past year. Having recently left the NHS to form a social enterprise, won a significant new contract and more than doubled in size, the pains of growth were beginning to show. So much had changed that the original business plan no longer applied Read more »
James* had developed his career with a major multinational to executive level. However, following a disastrous move to another country and division within the company found himself, just short of his 40th birthday and signing to leave his employer. Leaving secure employment with a young family to look after is a stressful experience, whatever the Read more »
John* was accountable for bringing about a significant change to one of the divisions of a large multinational company. The division performs a critical role, but was no longer meeting the needs of its internal customers and poor leadership had resulted in damage to its reputation. John wanted a sounding board for bringing about the Read more »
Catherine* is a highly intelligent and talented manager working within the FMCG industry. As a result of her performance, Catherine had been offered an attractive overseas posting. However, she was unclear about whether or not this was the right move for her to make at this point in her career. Following our work together, Catherine Read more »
Gareth* was a leader in a professional services firm. However, following the market downturn and some internal changes he found he was no longer thriving in the role. Gareth wanted greater clarity on his objectives, he felt he had a leadership contribution to make but was unclear on how to make it. He wanted a Read more »
Once a proud traditional merchant bank, this client found itself in administration after acquisition by an ill-suited parent. Employees were left feeling let down by what had happened and uncertain about what was to come. To secure the future, the business required a strong and motivated leadership team. Our client, the CEO, had the difficult Read more »
Part of a privately owned conglomerate, this medium sized professional services firm was struggling to move beyond break-even and into profit. Divisions and clashes amongst the leadership group meant they could no longer agree on how to move forward and had ceased to function as a team. Our client, the Managing Director, was faced with Read more »
A household name and prestigious brand, this bank was in the middle of a significant transformation of its back office systems. However, continued delays to the system and changes to the business context had left the reputation of the division under question. Our client, and member of the board, was addressing the concerns of the Read more »