A few highlights from a decade of supporting clients
through major business transformations.
The leadership team that needed to drive transformation
01.
An internationally renowned, fully integrated agency had just assembled a new UK executive team. The previous year had been strong, but the mandate ahead was bigger: deliver exponential growth across all disciplines over the following three years, through both organic growth and M&A. The ambition was there. The team to deliver it was brand new.
02.
The team had the talent and the track record individually - but they hadn't yet learned how to lead together. Decision-making was slow because ownership was unclear. Tensions between disciplines sat unnamed. Each leader was protecting their own patch rather than building something shared. The dysfunction wasn't personal. It was structural. But it was showing up as friction, and that was costing them speed.
03.
We designed a 12-month leadership development programme built around individual and team strengths. It combined group offsites with individual coaching, structured around four leadership themes: Direction, Strategy, Agility, and Performance. We started by surfacing what no one was saying in the room - role clarity, decision-making authority, behavioural expectations - and helped the team re-contract with each other around how they would actually work together.
04.
The leadership team drove 25% year-on-year growth and moved margin from 12% to 18%. But the numbers only tell part of the story. Decisions that had taken months started landing in weeks. Cross-functional tension reduced because ownership was clear. The team stopped avoiding conflict and started using it productively.
05.
The programme was renewed. We've continued to support the agency's leaders as they drive the next phase of transformation. What started as a team alignment challenge became a multi-year partnership.
The organisation that outgrew its leadership model
01.
A fast-growth SaaS business with Series B funding had scaled rapidly - but the cracks were showing. They'd hired fast in a competitive market, overhead was high, revenue was inconsistent, and the runway was shrinking.
The leadership team knew they needed a plan, but they didn't have one.
02.
The business had outgrown the way it was being led. What worked when they were small - instinct-driven decisions, founder-led energy, informal accountability - was now actively holding them back. There was no shared vision, no clear strategic priorities, and no roadmap. The founders were still leading like a startup, but the organisation needed something different.
03.
We designed a multi-stage visioning and planning process. First, we helped the leadership team identify their organisational strengths and value drivers - what was actually working and where the real opportunities sat. Then we worked with them to build a compelling three-year vision, key objectives, and a roadmap to get there. In parallel, we coached the CEO, COO, and Chief Revenue Officer individually - building the leadership capability needed to deliver the plan, not just write it.
04.
The team identified several high-potential growth areas, including a plan to enter the North American market. They found opportunities to drive operational efficiencies that would rebalance the books. But more importantly, they moved from reactive to deliberate. The founding team stopped trying to do everything themselves. Clear ownership emerged. Decision-making accelerated because it was no longer dependent on who was in the room.
05.
The business stabilised, expanded into new markets, and the founders describe the shift as the moment the company grew up - without losing its soul.
The agency that needed to break free from its biggest client
01.
The EMEA hub of an international advertising network had a problem hiding in plain sight. A single legacy client in the restricted marketing category accounted for up to 75% of its revenue and drove the majority of its activity and investment. The leadership team had been tasked with an ambitious target: generate £5m in new business within twelve months. But the organisation had been built around one relationship, and nobody quite knew how to move beyond it.
02.
The dependency wasn't just commercial - it was cultural. The agency's identity, processes, and team structures had all been shaped around serving one dominant client. Diversification wasn't just a revenue challenge. It required the leadership team to rethink what the agency actually stood for, what it was best at, and where its growth would come from. The answers weren't obvious - and the team hadn't been given the space to find them.
03.
The business had already identified its products and services approach, so we designed a strategic workshop to lead the leadership team through a mapping exercise - identifying priorities and opportunities across ten profit centres. We helped them cut through the noise, focus on what would actually move the needle, and align around a shared growth plan with clear ownership and accountability.
04.
The team identified three priority product and service areas that would deliver 80% of their new business targets. Instead of spreading energy across everything, they focused. The ambiguity lifted. The leadership team moved from knowing they needed to diversify to having a plan they believed in and owned.
05.
We're supporting the executive team through quarterly business reviews to ensure they remain focused and on track. What started as a one-day strategy session became an ongoing accountability partnership.
Whether you need to turn things around, accelerate what's working, or unlock a phase of rapid growth - everything begins with a conversation.