ORGANISATION - Case study at WeTransfer
“We want to grow and change, but we’re worried about losing our high performers and what that might do to the culture.”
The blockers
The company was going through a period of significant change. Teams were unclear on the direction the business was heading in, and long-standing team members were resistant to the pace of growth and change.
My approach
Work with the CEO to clarify the direction of growth and ensure alignment at leadership level.
Develop an internal communications strategy to support that growth while keeping culture at the centre of it.
Understand the key pain points across teams and departments to ensure the strategy reflected lived experience, not just leadership intent.
Recruiting agile coaches to help product teams improve how they work, collaborate and deliver.
What was put in place
Communication and feedback rituals supported by a clear internal communications strategy.
New team operational ways of working to improve clarity, alignment and day-to-day execution.
A recruitment plan designed around the future direction of the business, rather than its past structure.
TEAMS - Case study with JLL at 22Bishopsgate
‘Progress is slow, the standards are slipping, everyones running in different directions’
The blockers
The Senior team was misaligned with departments working in silos, alongside shifting organisational priorities and transitioning new CEO.
My approach
Unearthing team insight through 1:1 conversations with the senior team and managers
Surfaced key themes and brought them into facilitated sessions
Created alignment through shared discussion and decision-making
Developed operating principles and ways of working to set a unified standard
Supported the onboarding of CEO
What was put in place
Communication and feedback rituals, supported by an internal communications strategy
A learning and development program to address capability gaps and support behavioural change
A talent management framework
INDIVIDUALS & LEADERS - Case study a Head of Partnerships at MG OMD
“I approached Lizzie feeling overwhelmed and lost. I left feeling empowered, confident and in control.”
The blockers
Knowing what she was good at but not feeling it, a busy role with lots of responsibility and no real space to step back, reflect or plan. The feeling of momentum without direction.
My approach
Explored her highs and lows to understand what made her tick and where she was losing energy
Surfaced what was blocking her from feeling confident and in control
Built a simple weekly structure to create rhythm and space for reflection
Set clear goals so she could recognise when she was on track
What was put in place
A clearer understanding of her own strengths and what energised her
A weekly structure to manage pace and momentum
Goals that felt meaningful and measurable so progress felt real