From scale-ups to global firms

We work with ambitious leaders who want their strategies to land, their teams to deliver, and their customers to trust them.

Whether you’re:

A tech founder scaling fast
A financial services leader under pressure to adapt
A public sector organisation balancing accountability with impact
Or a senior exec in a global firm driving transformation

Chances are you’ve felt the impact of say-do gaps; that's where we come in.

LET'S CHAT

What our clients say

Don't take our word for it, we are bound to say we're great! Here's what our clients say:

We have made this choice to transform our company, so let’s focus on the how we make it happen! My advice, don’t do it alone. We are lucky to count on ConnectHOW's support, advice, energy, positivity and talent.

CEO, Global Engineering Company

ConnectHOW have a unique and extremely compelling approach that energises and empowers people within the organisation. This drives up productivity and effectiveness to deliver valuable outcomes, enabling our business and people to be successful.

Chief Revenue Officer, Global Tech Company

Feedback that we get from our work:

The impact we deliver

From scale to sale

Taking a global technology firm from $250m to a $1bn sale in 3 years.

To support this organisation with their growth strategy, we closed a number of gaps both strategic and tactical:
Functional Alignment - people playing out of position, duplicating work, causing confusion and complexity.

Leadership Team Cohesion - addressing key themes including communication, feedback, trust and strategic direction.

Global Sales - moving from feature function selling to the customer's definition of value.

Complex deals - working together across functions and geographies to close enterprise non-standard deals.

From burnout to resilience

Supporting factory Managers in a global FMCG organisation.

The gap here was strategic and was impacting operations across the UK. Managers were being driven hard to meet production targets without the headcount to achieve it. Staff turnover was over 200% in some places. We achieved:

Recognition at COO level that recruitment needed to be fixed. It was.
A mindset shift for embattled Managers, turning them from victims to advocates.
Support for Managers approaching burnout, preventing additional mental health impacts.

Revealing say-do gaps in a crisis

Building crisis response capability for an international trading platform.

The gap here boiled down to trust and the nature of the organisation's culture. Senior leaders were micro managing teams responding to a crisis event, leading to delays, stress, double work and a lack of clarity.

Our work revealed the gaps with clarity, giving evidence of the response teams' skill and competence, putting the onus onto the senior leaders to close their say-do gaps.

From passive to empowered

Supporting the British Army to build an Agile Force.

In the light of defence spending cuts, the Army wanted to leverage the skill and capability of soldiers when in barracks (not on deployment). The gap here was that the way of operating wasn't flexible. They said they wanted soldiers to think for themselves, then micro managed them.

We delivered a programme that enabled soldiers to act with authority and autonomy, with senior officers building trust in their capability. Soldiers were acting with levels of accountability associated with much more senior ranks.