Realizing that not enough women leaders were being considered for executive positions, a global financial services company considered the current state of its organizational culture and its readiness for change.
A leading tax services firm sought to build their leadership pipeline with a comprehensive approach to identify high-potential talent in underrepresented groups.
The CEO of the largest line of business within this leading professional services firm sought a partner to help stop the attrition of diverse talent in mid-level positions and to create a more cohesive and inclusive culture among the leadership.
A large financial services firm sought to develop leaders who had been identified in a succession planning process and would be able to drive change, influence others, develop strategy, articulate a vision, and build strategic relationships across business units.
A global financial services firm sought an expert leadership development/coaching partner to create, build, and facilitate a custom leadership development program for 16 of its senior Investment Management leaders.
A global QSR company sought to reignite a long-standing high-potential, cohort-based leadership program for General Manager succession.
A healthcare system sought a very different, fresh approach to developing their senior-level leaders while also addressing a significant organizational and industry-wide problem — clinician burnout.
A global healthcare services provider recognized significant performance gaps amongst their audiologists and was experiencing high attrition due to a lack of professional development paths.
A global financial services firm sought to implement an industry-leading technology platform to address competitive and operational pressures.