Mining – designed and delivered a leadership programme for a group of senior managers from around the world in Shanghai. This was a very reflective programme with high levels of interaction with the dynamics and culture of China that challenged assumptions and perceptions.
FMCG – working with global, regional and functional leadership teams to create high performance based on the Lencioni model of the 5 Dysfunctions of a team. This process emphasised trust and conflict as key enablers of high performance, generated individual accountability and promoted cross-matrix working.
Retail – worked with FTSE CEO and Executive Team through the COVID crisis to build a high performing team. Focused on building effective ways of working remotely and new ways of interacting with the broader organisation, especially the rest of the management team.
Energy – coached a number of executives in a fast-growing VC-backed engineering organisation supporting the development of the people leadership skills needed as the organisation rapidly expanded and changed.