Leadership Assessment & Coaching
Succession evidence for a family-owned group facing a generational handover
A family-owned group needed to decide which of its senior leaders — family and non-family — were genuinely ready for enterprise roles. Long tenure was being read as readiness, and the board had no evidence base for a decision that would define the next decade.
- Sector
- Industrial & Manufacturing
- Region
- United States
- Duration
- 16 weeks
- Weeks from design to board read-out
- 16Weeks from design to board read-out
- Readiness tiers replacing tenure as the signal
- 3Readiness tiers replacing tenure as the signal
- Enterprise appointments made on the evidence
- 2Enterprise appointments made on the evidence
- 01Built a competency model anchored to the group's stated ten-year strategy, not a generic leadership framework.
- 02Ran an assessment centre with business simulations drawn from the group's real operating decisions.
- 03Produced individual readiness reports separating current capability from development potential.
- 04Paired the highest-potential leaders with executive coaches against named development priorities.
Outcome
What changed.
- Board received a bench map distinguishing ready-now, ready-soon, and development-needed.
- Two leaders moved into enterprise roles with a documented rationale.
- Coaching engagements running against specific, observable behaviour goals.
Representative mandate profiles. Client identities are withheld and details are generalised to protect confidentiality.
Next step
Bring us a mandate with the same shape.
Every engagement starts with a confidential conversation about the business moment behind the role — no pitch deck, no obligation.
