“A small but highly influential international charity, headquartered in the UK, had doubled in size over the past few years. Despite its size, it wielded significant sector influence and played a key role in shaping policy and best practice. Rapid growth, combined with a people-centred culture, created a critical moment: a pause to recalibrate leadership, restore energy, and prepare the organisation for its next strategic phase”

“….newly arrived in a much larger, globally respected consulting firm, found themselves at a pivotal moment. With deep personal and professional convictions around climate and the long-term societal role of organisations, they were determined to have an external and sector-wide voice - while also integrating fully into a new organisational culture and proving themselves to a senior board.”

“Meeting Stefan was a transformational moment for us. A change programme had been ongoing across the Leadership Team for two years, small gains had been made but the most significant behavioural changes were yet to come. We realised that we needed someone with a fresh perspective who we could have a professional relationship, ask difficult questions, and help us address our challenges head on”.

“Stannah’s engineering function was already delivering. But with an increasingly complex global market, emerging competitors, and a shifting internal landscape, the team saw an opportunity to go further: to bring new products to market faster, and to work more efficiently.

The invitation was to support the team in sharpening their strategy,”.

“The GOV.UK Design System team sits at the heart of UK government digital delivery—high-impact, high-visibility, and high stakes. The scale and reputation of the work creates both pride and pressure, with team members often feeling exposed in the “limelight.” While the team was delivering well, there was untapped potential in how they collaborated, reflected, and grew together”.

“The weight of expectation in those first months was significant. There was a clear internal drive to prove worth—to deliver results that would silence doubt and demonstrate capability. But through coaching, the MD began to recognise that performance alone wouldn’t be enough. They needed to lead with presence, clarity, and conviction.

The 90-day plan became more than a strategy—it became a mirror.”.

“The challenge wasn’t just technical - it was personal. While widely respected for their expertise and quiet integrity, they weren’t always heard in the rooms where the biggest decisions were made.

A desire to influence ESG (Environmental, Social, Governance) and climate change as a long tern career trajectory was the ‘target’…”

“Behind the surface success, a deeper tension was present: a sense that their methodology wasn’t yet fully formed or aligned with their identity.

They didn’t just want to be effective—they wanted to be congruent. The search wasn’t only for a model. It was for a voice, a stance, and a way of working that could evolve into something with lasting impact.”.