Case Studies

$1B Division of a Global Technology Company


Global Technology company with a $1B U.S. Division that was experiencing low morale, high employee turnover and declining revenue. This Division also had the lowest employee satisfaction / engagement scores in the company. They were struggling to create a culture of success and needed to turn around the Division.


Communicate the vision and enroll Division Leaders:

We conducted an all hands meeting to roll out the vision and enroll the leadership in the new direction.

Establish Two-way Dialogue:

We conducted town hall style meetings across the U.S. in their major strategic markets. Senior leaders traveled to the markets and spent time sharing their vision and addressing questions. Arranged face to face meetings with key clients and spent time in market to show support..

Rolled out Internal Social Media Platform:

We rolled out an internal social media platform to address the lag time in communications and provide a visible way to assess the sentiment in the organization. Senior leaders used it as a way to engage the division in 2 way dialogue and get a sense of the hot topics in the field. The frontline employees used it as a way to share best practices in a highly competitive marketplace. The training department used it to provide just in time information and a repository of best practices.

Ongoing Communications Plan:

We worked with the Senior leader to use internal social media to regularly share and give updates on progress to plans and engage the group in continuous 2 way dialogue.


Revenue increased and turnover declined. This Division of the company went from worst in the company to first in the company in Employee Satisfaction in just 2 years. Division went on to win a J.D. Power Award for their service. Gartner published a case study on the creative use of internal social media.

Global Cyber Security Firm


The Corporate Board of a global cyber security firm needed an assessment of their C-suite leaders as part of their due diligence before taking the company public. They wanted to make sure that the growth of the company wouldn’t outpace their leadership, that they had the team to lead their future. They wanted to benchmark their leadership team against the leaders of other companies. In addition they wanted to ensure there was a strong leadership pipeline in this fast growing company in order to sustain their growth trajectory.


Executive Leadership Assessment & Benchmarking:

Deploy assessment that provided an opportunity for multi rater feedback. The data was benchmarked against a database of 60K global leaders. The results were delivered in one on one coaching sessions with each Executive leader. The Board was later briefed with the strengths and developmental opportunities for each Executive based on benchmarking against other corporate leaders. This assessment became a baseline to measure their growth as leaders in the organization which became part of overall Executive assessment.

Leadership Pipeline Development:

High potentials were identified at multiple levels of the organization to evaluate, benchmark and prepare for future leadership opportunities. Leaders were put through the same assessment process as the Executive team with multi rater feedback, one on one debriefs and customized development plans.


The company was able to identify key development opportunities for their C-Suite leaders and establish development plans. They were able to see where they had leadership talent in house and where they would need to fortify their bench strength in order to continue their pace of growth. High potentials were identified and succession plans were established for each Senior leader. The company went public and has now tripled in size.

Mid-Sized Communications Company


Mid sized company in a rapidly changing industry with an Executive Leadership Team that was not aligned. Team members refused to work with each other. Work was done in silos with little collaboration between departments. There was a lack of leadership pipeline so Senior Leaders were deep into the day to day business. As a result, strategy was not getting the attention it needed and “fire drills” were commonplace. They recognized that they needed help to get on the same page and create a culture of success.


C-Suite Alignment:

We used 5 Dysfunctions of a Team to diagnose the opportunities at a team level. We worked with the CEO to assess the team members and identified an opportunity to make some changes. We worked with them to bring in the right talent and begin the build a strong team. One central component of this was creating and aligning the team around a common goal and vision.

Strategy Development:

Their industry is highly competitive and undergoing significant disruptions. We spent time off site designing a strategy and putting success criteria and annual operating plans in place. This was followed up by operational reviews to ensure that the business was continuing to learn and adapt quickly in their rapidly changing and complex world.

Executive Team Development:

We spent time developing the Executive Team. We used assessments to provide insights into how they were showing up as leaders in the organization. We used those insights to create customized development plans with follow up coaching to help them become even more effective leaders individually and collectively.

Hi-Po Development:

There was an opportunity to develop a pipeline of leaders who could step into greater levels of responsibility and ensure strong leadership throughout the organization. We did collective leadership development for high potentials in a cohort model providing high accountability. Leaders were assessed and we co-developed plans with each Director and above in the organization. Leaders attended regular Leader to Leader sessions. These strategic pauses introduced self and organizational leadership concepts and gave opportunity for the participants to hold each other accountable for their individual and collective development.


The collaboration has significantly increased within the organization reducing time to market for new products and creating a more rich customer experience. Revenues have seen strong YOY increases in a significantly competitive marketplace.

International Wireless Service Provider


International Wireless Company that was interested in merging with another company. They were significantly lagging behind the competition. Sales were flat or declining in all channels of distribution (Retail, Dealers and Business to Business). They did not have a sales process in place internally. There was a lack of clear standards across the organization and as a result accountability was lacking. Coaching was not being done consistently and in some cases was not happening at all. They were struggling to create a culture of success.


Establish a sales process:

Rolled out sales training to Retail and Business to Business channels. Certified Division leaders to deliver the training and coach to the process.

Establish clear performance standards:

Trained Divisional leaders on a process to evaluate and coach the frontline. Shadowed Division leaders on market visits to model as well as to provide insight and coaching.

Coach & Advise VP level:

Acted as eyes and ears for the Regional Vice Presidents to give them insights about the Operations and where to focus attention to grow and sustain results. Met regularly to review results and discuss the operation. Provided leadership coaching and best in class practices to improve overall revenues and operational results.


The company turned around the sales organization seeing up to 300% increase in sales. They merged with another company and have since gone on to be a significant competitor in the marketplace.