From first conversation to lasting results
Discovery call
We start with a 30-minute phone or video call. The purpose is simple: understand what problem you are trying to solve. Are you preparing a new executive team for a growth phase? Dealing with conflict between departments? Onboarding a first-time CEO? We need to know the real situation before we suggest a program.
There is no obligation after this call. About a third of the people who contact us end up choosing a different approach entirely, and we are happy to point them in the right direction if our programs are not the best fit.
30 minutes, no costDiagnostic assessment
For team programs, we send a short confidential survey to each participant before the training. The survey covers decision-making style, communication preferences and self-assessed strengths and gaps. For individual coaching, we conduct a 45-minute structured interview instead.
This step matters because it lets us tailor the content. A leadership team that struggles with delegation needs different exercises from one that struggles with strategic focus. We share a summary of the diagnostic findings with the sponsoring executive before the program begins.
1 to 2 weeksProgram design
Using the diagnostic data, our facilitators build a customised agenda. About 60 per cent of the content comes from our tested exercise library. The other 40 per cent is written specifically for the client. If you are a mining company dealing with a safety culture overhaul, we will build scenarios around that. Generic case studies about Silicon Valley startups will not appear.
You receive the draft agenda for review and can request changes before we finalise. We also confirm logistics at this stage: venue, dates, catering preferences and any technology requirements.
1 weekDelivery
Programs are delivered in person wherever possible. Our facilitators travel anywhere in Australia. For the two-day strategic leadership intensive, sessions run from 8:30 am to 4:30 pm with a one-hour lunch break and two shorter breaks. The twelve-week coaching program uses weekly video calls of 60 minutes each, scheduled at a time that suits the participant.
During delivery, we focus heavily on application. Every concept is followed by a structured exercise where participants apply it to their own real situation. We do not lecture for more than 20 minutes at a stretch.
1 day to 12 weeks, depending on programAction plan handover
At the end of every program, each participant leaves with a written action plan. This is not a vague list of intentions. It contains specific commitments: what they will do differently, by when, and how they will measure whether it worked. For team programs, the group also produces a shared action plan with assigned owners and deadlines.
We email a clean PDF of all action plans to the sponsoring executive within 48 hours of the program ending.
Within 48 hours of program completionFollow-up check-in
Six weeks after the program, we schedule a 30-minute follow-up call with each participant. The goal is to find out what they have actually implemented, what got stuck, and whether any new challenges have emerged. This call is included in the program fee.
If participants want ongoing support beyond the follow-up, we offer monthly coaching sessions at a reduced rate for alumni. About 25 per cent of participants take up this option.
6 weeks post-program, 30 minutesComparing program formats
Each format suits a different need. This table summarises the key differences.
| Feature | Strategic intensive | Team alignment workshop | 12-week coaching |
|---|---|---|---|
| Duration | 2 days | 1 day | 12 weeks (1 hr/week) |
| Group size | 8 to 12 | 4 to 15 | 1 (individual) |
| Delivery | In person | In person | Video call |
| Best for | Sharpening strategic thinking | Fixing misaligned priorities | Role transitions and change leadership |
| Includes follow-up | Yes, 6-week call | Yes, 6-week call | Yes, built into program |
| Diagnostic survey | Yes | Yes | Structured interview |
Design principles behind our programs
Real problems, not hypotheticals
Participants work on challenges they are actually facing. The facilitator helps them think through the problem using structured frameworks, but the content comes from their own organisation. This means insights are immediately applicable when they return to work.
Small groups by design
We refuse bookings that would push a cohort above twelve participants. In a room of thirty people, most stay silent. In a room of eight, everyone contributes. The quality of peer learning depends entirely on group size.
Facilitators with operational experience
Our facilitators have held roles such as COO, CFO, general manager and divisional director. They have managed P&L responsibility, led restructures and reported to boards. This means they can challenge participants from a position of shared experience rather than academic theory.
Accountability after the room
The follow-up check-in exists because most training fails in the weeks after delivery. People return to full inboxes and urgent tasks and forget what they committed to. A scheduled call six weeks later creates a gentle accountability mechanism that significantly increases follow-through.