Case Study

Group‑level transformation leadership (1 year)

Context
A global, publicly listed commercial real estate and professional services company.

Situation
The Board required a coherent transformation agenda, but the organisation lacked alignment and momentum at executive level.

My role
Group Chief Transformation Officer, appointed with support from a leading international consultancy, working directly with the CEO and Group Executive Board.

Core challenge
The operating model did not enable the CEO to drive change implicitly, and there was limited organisational appetite for transformation.

What I did

• Designed a structured executive journey to align the Group Executive Board around the need for transformation

• Facilitated board‑level discussions to define what transformation meant in practice

• Supported two global business groups in developing and launching their transformation programmes

• Stabilised two major programmes that were at risk of failure

Outcome
The CEO secured a clear transformation agenda for the Board, enabling an orderly leadership transition once the agenda was established.

Why this case matters
This case highlights my effectiveness in board‑level advisory and executive alignment, particularly in politically complex, large‑scale organisations.