The challenge was to help the head of the M&A transaction division of an international investment bank double his business turnover within 2 years. Seconded from New York to London to lead the team and obtain fast results, our client also had to contend with the cultural differences and managing his staff. The coaching helped identify the key drivers of performance and establish the right practices in the new London-based job, as well as achieve the stated turnover goal, whilst preserving a work/life balance and time for his children.
The firm had successfully embedded a high-profile international merger that made it a global leader. The senior body that governed the firm had recently appointed a new Chair who wanted to look in depth at the effectiveness of his Board and its interaction with its Executive function. Moss Perform produced a thorough report after 6 months of field work which offered benchmarking, detailed review of the body processes, dynamics and outputs. This culminated in a presentation to the Board and facilitation of a dialogue amongst the Partner Directors to review what could be successfully improved. The Board appointed a sub-committee to manage the implementation, thus using the exercise as a springboard to make positive and effective changes and better the firm even more, a hallmark of their reputation for excellence.
The organisation was preparing a flotation on the Euronext exchange and needed support in how to successfully approach key future stakeholders. The coaching took place over the 3 months just ahead of the transaction and focused on each individual as well as the team on showing the best possible performance when approaching the actors in the capital markets. The deal was a success, and one of only a handful completed in 2016 in the European market.
Leaving the public sector to take a City job in the middle of the world’s worst-ever financial crisis? Finding a job in the private-sector culture with only public service experience: that was the challenge. Coaching helped our client identify what he really wanted from a job and get there. The outcome was a success, although with a surprising ending!
Directors from key offices around the world convened in the UK countryside to discuss strategic issues and enhance their globally integrated team skills. The challenge over a few days was coaching the team effectively to the same common purpose and embedding a protocol for managing the team virtually on an ongoing basis.
This company belonged to a very large multi-national conglomerate. The coaching was commissioned when its parent company decided to divest the activity. We were asked to work with the senior executives of the ‘spin-off’ business to steer them through transition culminating in the management presentation to 3 potential buyers: one Japanese, on American and one French. The challenge was to keep the whole team consistent in its messages, yet able to adapt themselves for each of the buyer situations and nationalities…and to keep the motivation levels up in this period of severe change for that top management team.
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