Case studies
Brilliant people. Great ideas. But something’s getting in the way.
Your guide to working with us
The challenge:
Experts to leaders
A global pharmaceutical company had brilliant minds with deep technical expertise. But when it came to driving business forward, these experts were staying in the background.
The organisation needed them to challenge decisions and opinions, to lead change with the same confidence they brought to their technical work.
The gap wasn’t knowledge – it was influence.
What we did
Our 3-day programme integrated the real challenges their technical leaders faced: being heard by expert stakeholders, turning complex analysis into clear recommendations, and earning the credibility to shape strategy.
Over six years and 61 cohorts we’ve kept evolving but the focus hasn’t changed – practical influence skills that work in their world.
The impact
People stopped waiting to be asked – they started shaping the conversation, leading confidently across teams, influencing upward, and turning expertise into strategic impact. That meant robust decision making, executed at pace, and with buy-in from all stakeholders.
The challenge:
New role, new expectations
A private equity firm was promoting talented analysts to principal level. The technical skills that got them promoted weren’t enough. They needed to learn how to lead.
Suddenly these high-performers had to lead deal teams internally, manage relationships with portfolio companies, and influence senior stakeholders who expected confidence and credibility from day one.
What we did
Our 2-day programme was ideal for this pivotal transition. We focused on the moments that matter: holding your own in tough negotiations, building trust fast, leading through complexity, and influencing high-stakes conversations. It’s now an integral part of their talent offer, giving newly promoted principals the skills they need from day one.
The impact
Principals led with confidence – steering teams, owning tough conversations, and earning trust as true advisors. The payoff? Faster execution, stronger relationships, and leaders who drive outcomes, not just analysis.
The challenge:
Caught in the middle
Retail managers were accountable for their team performance but struggling to build collaboration with other business functions.
They knew their stores and understood their people, but when it came to organisation-wide decisions they were struggling to be heard. They needed confidence to speak up, skills to build trust across levels, and a network they could rely on when times got tough.
What we did
We ran a fast-paced virtual programme to match their high-pressure, time-poor reality. In two 4-hour sessions, participants developed self-awareness, and the skills to have clear, confident conversations with unfamiliar leaders. Over the course of a year, 15 cohorts came together to learn, practise, and tackle real challenges as a community.
The impact
People stopped feeling overlooked and started leading – shaping decisions, not just executing them. They enjoyed stronger connections and learnt to speak up with confidence. The result? People pulling in the same direction, sharing and supporting ideas that drive growth and performance.
The challenge:
Science meets politics
Scientists at a European industry forum didn’t need help with the science, or their passion for the work. They needed to balance complex and competing stakeholder priorities.
Using data, facts, and logic to make the case was in their DNA. And this approach worked brilliantly amongst peers but often left external stakeholders cold. They needed to expand their repertoire and take a more relational approach, so they could meet stakeholder needs whilst working towards organisational goals.
What we did
We ran 2 x 4-hour virtual Behaviours for Positive Influence programmes for managers to develop their self-awareness and skills. We threw them in at the deep end with real scenarios that built confidence and agility. And they learnt our simple tool to help them plan for difficult moments. Senior leaders attended open enrolment programmes, giving them the best environment to experiment with different styles of influence.
The impact
Learning to be more assertive was a big challenge for these groups. As the alumni population grew, they supported one another to strengthen that muscle. That meant they grew in confidence and were more direct with stakeholders, and with one another. Outcome? Stronger relationships built on clarity about expectations and differences. Less time wasted in circular debate.
The challenge:
The great leap forward
Newly appointed Directors at a Big 4 accounting firm had to leap into a whole new world of complexity and challenge.
They needed to convey gravitas quickly with clients and build internal networks to capitalise on commercial opportunities. Being a visible face of the organisation, driving strategic priorities, and challenging senior leaders, required a different set of skills.
What we did
As part of their talent development strategy, we delivered 2 and 3-day programmes in both blended and virtual formats to newly promoted Directors. Working with the behaviours in depth meant they started to get curious about what was getting in the way of their impact. And we demonstrated the value of a planned, strategic approach to influencing through complexity.
The impact
They became more curious, purposeful and assured in their work with clients and senior leaders. And because we worked across service lines, they developed strong relationships across the business. The result? Flourishing ideas, reputations and careers.
The challenge:
Get it together
Being responsible for group wide cyber security, supply chain, and finance strategies in a devolved operating model with a diverse portfolio of businesses is no picnic.
These technical experts had an identity crisis. What was their role? Who was holding the power? How could they build coalitions? They needed to build trust across the organisation and demonstrate their value in areas where scepticism was rife.
What we did
From 4-hour sprints and 1-day kick starters, through to 2-day deep dives, we were integral to their ambition to define their identity and deliver value across the organisation. We worked closely with their People team to map the learning offer to meet team and individual need. And we identified organisational patterns that were getting in the way of their impact across the group.
The impact
Being purposeful about using influence skills to build relationships meant they fostered genuine alliances with portfolio businesses. A clearer sense of their legitimate value helped them be clear and direct when that was needed. Trust grew, and with it a culture of collaboration across the group. That meant increased capability to innovate and respond to ever changing market conditions.