Four things we do
Each with a published indicative fee, a stated shape, and the conditions under which we would tell you not to buy it.
Executive teams
Six sessions with the team that already exists, on the decisions it is actually avoiding.
Read more →Leadership development
Cohort programmes for first-time and senior leaders, with the manager in the room at the start and the end.
Read more →Coaching
One-to-one work with senior leaders. Chemistry sessions are free, and about one in five does not proceed.
Read more →Culture & change
Diagnostic first, and sometimes the finding is that the culture is fine and the operating model is not.
Read more →When we say no
We declined four engagements in 2025 out of thirty-one enquiries that reached proposal. The reasons are consistent enough to publish.
The chief executive is the problem and will not participate. Team work with an absent principal is theatre. Two declines, and in one case the sponsor returned a year later with the CEO in the room.
The brief specifies an instrument we will not use. Usually MBTI. We offer an alternative and explain the reliability problem; if the instrument is non-negotiable, we are not the right practice.
The diagnostic says the money belongs somewhere else. Twice we have recommended a client stop a culture programme and spend it on an operating model review. One of those was a £90,000 follow-on we had already scoped.
The timeline does not allow a baseline. If there is no time to measure before, there is no way to say afterwards whether anything changed, and we will not sell a programme whose result cannot be known.
Start with the diagnostic, not the programme
Six weeks of interviews and a baseline measure, and a written finding — including the finding that the problem is structural and a development programme will not touch it. We have delivered that one twice.