Practical programmes for directors and senior managers who need to make better decisions, lead restructuring efforts and develop the people around them.
Book a consultation See our programmesEach programme runs between two and five days, with optional quarterly follow-up coaching. Groups are capped at twelve participants so every person gets direct facilitator time.
Six sessions over twelve weeks, each 90 minutes, focused on the specific challenges you face right now. We work with 360-degree feedback data from your direct reports and board peers. Between sessions you receive written reflection prompts and a short reading list tailored to your industry. Past participants include CFOs managing post-merger integration and newly appointed CEOs stepping up from operational roles.
A three-day residential programme for leadership teams of four to twelve people. Day one maps the team's current decision-making patterns using live case studies drawn from your own organisation. Day two introduces structured conflict resolution and delegation frameworks. Day three builds a 90-day action plan with measurable milestones. We run these at venues across Wales and the south-west of England.
A two-day open-enrolment course held four times a year. You will practise scenario planning, pre-mortem analysis and red-team techniques using realistic business simulations. The maximum group size is twelve, drawn from different sectors, which means you hear how leaders in manufacturing, financial services and the public sector tackle similar dilemmas. Lunch and materials are included in the fee.
Designed for directors leading restructuring, digital transformation or post-acquisition integration. Five days spread over ten weeks, so you apply each module in real time and return with results. Topics include stakeholder mapping, resistance analysis, communication cadence design and progress measurement. We assign a dedicated coach for the duration who reviews your implementation notes between modules.
Our facilitators have held board-level positions themselves. Helen Marsh spent fourteen years as operations director at a FTSE 250 logistics firm before joining us. David Owens led a Welsh NHS trust through two major reorganisations. They teach from experience, not textbooks.
We do not sell off-the-shelf slide decks. Before every engagement we interview at least three stakeholders in your organisation to understand the real pressures your leaders face. That research shapes the case studies, role-plays and discussion topics we use during the programme.
After the training ends, participants join a private peer network of over 340 alumni across the UK. The network meets online once a month and in person twice a year for half-day workshops on emerging leadership challenges.
Feedback collected six months after programme completion, so it reflects lasting impact rather than post-workshop enthusiasm.
The three-day intensive forced our senior team to have conversations we had been avoiding for a year. Within two months of finishing, we had restructured our reporting lines and reduced our decision cycle from three weeks to five days.Rhian Griffiths, operations director, Cardiff-based logistics company
I expected generic leadership theory. Instead, David had clearly read our pre-work interviews. Every exercise was built around problems I recognised from my own inbox. That made the learning stick.Sanjay Patel, group finance director, Bristol
The alumni network alone has been worth the investment. I have called on three people I met during the programme for advice on board presentations, and each time the help was specific and practical.Fiona Llewellyn, chief executive, Swansea housing association
Tell us about your organisation and the challenges your leaders face. We will reply within two working days with a suggested programme outline and indicative pricing.
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