Some founders and CEOs come to us after an expensive people mistake. Others come to us to make sure they never have to experience one. These are some of their stories.
When a high performing manager becomes a legal and financial risk to the business
The Challenge
A property company had a high performing manager who was delivering strong commercial results but quietly damaging team morale. Turnover within the team was rising and the business was at risk of losing good people without fully understanding why. The situation was creating legal and financial exposure the leadership team had not recognised.
What We Did
We worked with the manager through a structured 6-month coaching programme, helping them understand the impact of their leadership style and develop the skills to lead people effectively. We also worked with the wider leadership team to give them the tools to identify and address talent risks early, before they become legal or financial liabilities for the business.
The Outcome
Team morale improved significantly, turnover stabilised and the business retained both the manager and the talent underneath them, avoiding the legal and financial consequences that unchecked leadership behaviour can quietly create. The leadership team also left the process with a clearer framework for spotting early warning signs before it escalates into something far more costly.
When solving a leadership problem meant starting at the top
The Challenge
A Creative Director at a well established architecture and design practice was facing a growing conflict between two of his most senior leaders. The tension was affecting collaboration, team performance and the wider business. Despite attempts to resolve it internally the situation continued to escalate and the business was at serious risk of losing key people.
What We Did
Through an Executive Advisory engagement Abi worked closely with the Creative Director to identify the root cause of the conflict. What emerged was that the tension between the two senior leaders was a symptom of a deeper issue. Working with the Creative Director she identified his blind spots and helped him understand how his leadership style was fuelling the dynamic without him realising it.
The Outcome
The conflict between the two senior leaders was resolved once the root cause was addressed. The Creative Director developed a clearer understanding of his own leadership impact and the tools to lead his senior team more effectively. The business retained both senior leaders and avoided what could have become a costly and legally complicated people situation.
From tribunal claim to a workforce strategy that protects the business against future claims
The Challenge
A tech startup hired rapidly to deliver a major client project. When the client did not proceed to the next stage the business found itself overstaffed with no plan or process in place. One of the employees they let go filed a tribunal claim creating legal exposure and financial liability the business had not anticipated or prepared for.
What We Did
We stepped in to support the leadership team through the tribunal process and built a workforce planning strategy that gave the business the structure to take on new client projects with the right people in place, and a clear process for scaling up or down without the legal and financial risk of getting it wrong.
The Outcome
The business resolved the employment tribunal claim and moved forward with the confidence to take on new projects knowing they had the workforce strategy, legal grounding and people structure to grow without repeating the same costly mistake.
Building a diverse talent pipeline that performs and delivers commercial returns
The Challenge
A boutique asset management firm was struggling to attract and retain talent from underrepresented backgrounds. Despite genuine commitment from leadership, their hiring process, employer brand and retention strategy were all working against their diversity goals and they were losing ground in a competitive market.
What We Did
We audited their entire hiring and retention strategy, identified the specific barriers that were preventing diverse candidates from joining and staying, and built a DEI strategy that addressed the problem. We repositioned diversity as a commercial advantage, helping the firm strengthen their employer brand.
The Outcome
The firm built a more diverse pipeline, improved retention among underrepresented talent and strengthened their employer brand. In an industry where institutional clients increasingly scrutinise the diversity credentials of the firms they allocate capital to, that repositioning carried significant commercial weight.
