Unearthing deep organisational truth

We had too many people for me, as co-founder, to know them all really well. We’d developed some specialist offers which did not include my own skill set. My role was increasingly taking me away from the office and out on the road. I no longer knew all our clients or service partners. And I was also no longer the only person who acted as a ‘face’ for the business.

Frankly, the horse was galloping and I’d lost my grip on the reins.

The instinctive, unwritten foundations we had in place – our reference points for decisions, our narrative, our standards and objectives – were insufficient. So I focused on addressing that and, in the course of the next three years, formalised and built a high quality, consistent, performance-based culture.

It was founded on clear principles and a compelling narrative that set our direction and sparked commitment from people working in and with our company. That eventually resulted in my co-founder and me selling to our senior leadership team through an MBO. And now I help other organisations and their leaders to navigate their own growth and change. Because when you’re in the middle of things, it’s hard to see them as objectively as you need.

I help growing, changing organisations uncover their own deep truth and build everything – culture, narrative, brand – around it. Combining commercial acumen with human insight, I pinpoint what genuinely matters, then express it in ways that resonate with hearts as well as minds.

From there, we can harness those assets and align the right people around them so that the organisation can continue to scale without losing what made it successful in the first place.

If you recognise your own organisation somewhere in this story, start a conversation. Sometimes the hardest thing in periods of growth and change is simply finding the space to see what matters most.