Case Studies
We are experienced in most major industries including, aerospace, consumer goods, manufacturing, pharmaceuticals, retail, sports entertainment, technology, and telecom. Our work intersects across strategy, execution and business.
Task: This organization’s leadership recognizes that to build a culture that feels welcoming to all, inclusion and belonging values and actions need to be employed across all divisions and functions.
Task: The VP of Sales is struggling to integrate three divisions into one. He seeks a change management process to unite all three divisions into one high performing division for his organization.
Task: An EVP of Sales wanted to build his people leaders’ communication skills by teaching them relevant coaching skills to employ at work and with customers, which he saw as synonymous with emotional intelligence. These skills prepared seven cohorts for higher level people leadership roles in the organization.
Task: The senior team of a mid-sized organization was suffering, and several of the company’s leaders were ready to leave the organization. The CEO was faced with the need to either sell his company or bring all the leaders together to work toward the common goal.
Task: The senior leadership team sought someone to step in and lead the strategy creation, approval process and initiative rollout for the diversity, equity and inclusion function.
Task: Even with all the programs and initiatives this DEI leader has implemented, her organization still struggles to retain females and diverse employee populations. A lack of inclusion sums up the most common feedback received by employees parting the organization. This executive wants to build inclusion and belonging into the fabric of the organization’s culture.
Task: Led a c-suite executive from a Fortune 50 company to expand his communication and leadership skills to become more collaborative and team-oriented.
Task: A mid-level leader in a Fortune 500 organization was struggling to lead, communicate and manage across a collaborative organization. She wanted to excel not only as a scientist but as a people leader.
Task: When a high-ranking executive in a Fortune 100 company was asked to take on expanded role, she realized that what helped her achieve her current role would not guarantee her ongoing success.
Task: The VP of Sales is struggling to integrate three divisions into one. He seeks a change management process to unite all three divisions into one high performing division for his organization.
Task: This organization’s leadership recognizes that to build a culture that feels welcoming to all, inclusion and belonging values and actions need to be employed across all divisions and functions.
Task: An EVP of Sales wanted to build his people leaders’ communication skills by teaching them relevant coaching skills to employ at work and with customers, which he saw as synonymous with emotional intelligence. These skills prepared seven cohorts for higher level people leadership roles in the organization.
Task: The senior team of a mid-sized organization was suffering, and several of the company’s leaders were ready to leave the organization. The CEO was faced with the need to either sell his company or bring all the leaders together to work toward the common goal.