Track Record
A closer look at some of the workshops and facilitated work I've delivered over the years.
These workshops are about building capability, not doing the work for people. I help business owners and leadership teams work through their own thinking, so they walk away with tools they can keep using long after the session ends.
A few examples below.
Business Planning & Accountability
A 10-person marketing and advertising agency.
The agency had grown quickly but direction had become mixed up. The team and the directors weren't aligned on where the business was heading, and there was a sense of drift with no clear plan to work from.
The work ran across four workshops. The first was with the wider team, a retrospective look at what had worked, what hadn't, and where the frustrations sat. The second was with the directors, focused on future vision and direction. The third brought it all together, working alongside the directors to shape that thinking into a plan. The final workshop presented the plan back to the whole business, closing the loop between what the team had raised at the start and where the directors had landed.
The agency came out with a clear roadmap, a plan they'd built together rather than one handed down, and a stronger sense that everyone's voice had been heard along the way.
Business Planning & Accountability
A climate tech startup founder.
The founder had too many priorities competing for attention and no clear sense of direction. New opportunities kept surfacing, the to-do list kept growing, and it was becoming harder to know what actually mattered versus what was just noise.
Over three months of coaching, we worked through practical frameworks to bring structure to the thinking, session by session pulling apart the competing priorities and working out what deserved real focus. As much as the frameworks helped, a lot of the value came from simply having a regular, independent sounding board. Someone to test ideas against, challenge assumptions, and think out loud with before committing to a direction.
By the end, the founder had a clearer sense of direction, a way of filtering new opportunities against what actually mattered, and noticeably more confidence in the decisions being made week to week.
Leadership & Operational Effectiveness
A 2-person marketing business, growing
The CEO knew that as the business grew, process and systems would need work. There was little process or consistency in how things were done. Work was getting done, but without a clear direction guiding day-to-day decisions, and ways of working hadn't kept pace with the growth.
We started by working through a business canvas together to get a clear picture of the business as a whole, then used that to prioritise the next steps. Rather than stopping there, I stayed on beyond the initial session, holding the business to account and supporting the CEO as changes were put into practice, checking in regularly and adjusting as things settled into place.
The business came out with better process, clearer expectations, and a more consistent way of working day to day, along with a CEO who felt more confident that the systems underneath the business could actually support its growth.
Building Better Ways of Working
An 8-person healthcare and social assistance organisation
Expectations around how the team worked together weren't clear. People were operating in slightly different ways, priorities weren't shared, and there was no vision or values to anchor decisions against. Without that shared foundation, small misalignments were starting to add friction to the day-to-day.
We ran a one-day workshop looking at values, vision and ways of working. Rather than handing down a fixed set of answers, we worked through suggestions together as a group, testing ideas, discussing what actually fit the organisation, and shaping them collectively. From there, we built out a practical plan the team could take forward together.
The team came away with clearer expectations, systems in place for communication, and a set of foundations they could keep building from as the organisation grew. Just as importantly, the process itself gave the team a shared way of working through future decisions together.
Customer Engagement & Growth
A 10-person organisation in the education sector
The general manager was leading a push to build employer relationships ahead of a new programme launch. Conversations with employers were already underway, but there was no consistent approach, no clear offering to pitch, and no way of prioritising which employers to focus on first.
We started with a working session to review current outreach, confirm targets and priorities, and agree on where to focus first. From there, we met weekly to track progress, work through blockers and maintain accountability. Together we sharpened the offering and the narrative, built out simple scripts, and created an employer matrix to prioritise the list based on strategic value and likelihood to engage.
The organisation came away with a clear, prioritised pipeline, a sharper pitch, and a consistent weekly rhythm for engaging employers. Early meetings validated real interest in the offering, while also surfacing an important insight, that the sales cycle would take longer than first assumed, giving the organisation a clearer, more realistic plan to build from.
Leadership & Operational Effectiveness
A 15-person business association and employer advocacy organisation
Four or five initiatives had stalled across the organisation, and it wasn't clear which ones were worth pushing forward, which had run their course, or why momentum had dropped off in the first place. The CEO needed an independent view before committing further time and resource.
I reviewed each initiative in turn, researching its viability, looking at what had been tried, what was getting in the way, and what a realistic path forward might look like. That analysis was brought together and reported back to the CEO in a clear, structured way, giving a straightforward basis for deciding what deserved continued investment.
The CEO came away with clarity on the impact and viability of each initiative, and a much clearer basis for deciding what to prioritise, what to pause, and where to focus energy going forward.