Case study · Infrastructure, Resources & Asset-Intensive Organisations
CEO advisory through strategy, acquisition and organisational change
NGH
Sustained CEO advisory covering strategy, organisation design, acquisition qualification and board communication through a period of change.
Challenge
The CEO needed an experienced sounding board while reshaping strategy, structure, leadership practice and acquisition decisions.
The CEO was reshaping the strategic plan and organisational structure while qualifying acquisition opportunities and preparing the business for consequential change.
Day-to-day operating demands made it difficult to create enough distance for clear decisions, stronger accountability and confident board communication.
The role called for a trusted sounding board with the commercial experience to challenge assumptions, support difficult people decisions and stay close through an eventual acquisition by Fyfe.
Approach
Provide sustained advisory. Provided sustained executive coaching, direct commercial challenge and a confidential place to work through live leadership decisions.
Support major decisions. Supported strategic planning, organisation redesign, acquisition qualification and the decisions surrounding the eventual acquisition by Fyfe.
Strengthen leadership practice. Worked on accountability, board communication, leadership presence and the ability to execute difficult decisions with integrity and empathy.
CEO advisory agenda
Four connected dimensions of leadership through change
The advisory relationship stayed anchored in live business decisions while strengthening the CEO’s capacity to lead beyond daily operations.- 01
Enterprise direction
Shape the strategic plan and keep the organisation focused on the choices that matter.
- 02
Organisation and culture
Redefine structures, accountability and the leadership behaviours required for change.
- 03
Transactions and boards
Qualify acquisition opportunities and navigate high-stakes board conversations.
- 04
Executive effectiveness
Lift leadership presence, decision quality and the ability to step out of day-to-day operations.
Outcomes
The engagement supported clearer decisions across strategy, organisation design, acquisition qualification and the business’s acquisition by Fyfe.
The CEO strengthened leadership presence, accountability and board communication, created more distance from daily operations and reshaped the company culture while navigating difficult decisions with greater confidence.
- Stronger CEO effectiveness
- Organisation redesign
- Acquisition decision support