Like you, I’ve seen many good ideas, well-meaning innovation strategies, and ambitious change programs collide with lethal walls of resistance—wasting potential, talent, and resources. It’s no surprise so many feel burned out, fearful of change, and disillusioned by innovation efforts.

Clients appreciate our realistic, evidence-based, and behaviourally grounded approach to amplify gains and reduce pain. The challenge is that effective methods and tools to land innovation successfully are seldom well-known or integrated into leadership development programs.

Design Principles

Programs are tailored to your unique needs and designed around six guiding principles to deliver results that matter:

• Be Clinical: Tackle your real, present challenges head-on.

• Be Experiential: Learn by doing—with active experimentation, reflection, and integration.

• Be Immersive: Engage relationally through interactive activities that sharpen critical thinking and deepen peer connections.

• Be Pragmatic: Focus on tangible actions, practical tools, and repeatable strategies.

• Be Psychodynamic: Create psychological safety to explore conscious and unconscious influences affecting behaviour.

• Be Systemic: Address individuals and the whole organization in parallel to foster systemic change.

Whether a one-on-one coaching session or a multi-year transformation, these principles underpin programs that are effective, meaningful, and engaging.

What are the outcomes?

Our programs always serve measurable goals. The type of goal depends on the task. Often this means designing programs that aren’t called leadership development but are used as methodology for strategy development, reorganization, reskilling, M&A, process improvement, concept development, go to market, implementation or transformation. 

What methods are used?

Modern work calls for modern tools. My toolkit aims to complement the technical knowledge already prevalent in most organizations with evidence-based behavioural tools selected for their innovation relevance. The goal is to behaviourally turn foggy frustration into clear and confident capabilities.

What is the cost of not investing?

Innovation is one of the most demanding leadership situations in any career and organization. Only 11% of organizations provide any kind of support, which may explain why 94% of executives report disappointment with their innovation outcomes. The 6% of satisfied innovators I’ve found actively engage with the behavioural processes of change and innovation—it’s more effective and satisfying.