70% of New CEOs Fail
Source: Gartner 路 Heidrick & Struggles 路 Stanford Rock Centre 路 The Conference Board 路 Institute of Executive Development
I help you join the 30% who succeed
Case Studies
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MCC Master Certified Coach 路 BCC Board Certified Coach 路 25,000+ Coaching Hours 路 Coaching Practice Est. 2001
Delivering systemic corporate leadership development and executive coaching for MNC regional headquarters in Singapore and globally, including: SAP 路 Nokia 路 SimCorp 路 BNP Paribas 路 Soci茅t茅 Generale 路 American Express 路 FedEx 路 Maersk 路 Disney 路 Olam International 路 Coats Plc 路 Avaya 路 Akzo Nobel 路 Siemens 路 Bank of Singapore 路 ING 路 TMB 路 DiGi 路 Clariant 路 DSM-Firmenich 路 Total 路 among others
Trusted Executive Coach for Singapore Public Sector Leaders, Ministries, and Statutory Boards, including: EDB 路 Monetary Authority of Singapore 路 Prime Minister's Office 路 A*STAR 路 GovTech 路 SGInnovate 路 Design Singapore 路 SIT Singapore Institute of Technology
Executive coaching case studies:
six senior transitions and what came of them
Six engagements, all with senior leaders moving into a role larger than the one they held before. Each names the transition, what the situation demanded, and what the outcome was. The first four cover individual coaching. The last two cover engagements that ran across several levels of the organisation at once, from the chief executive through to the management population.
Executive Coaching Case Studies
Proven outcomes: executive coaching programmes across APAC and Europe
Global Software Company: Regional COO to Regional President
European Headquarters, Germany
Candidate: Female 路 European
Transition: Regional COO to Regional President
Location: APAC & Europe
A global organisation run by Regional Presidents overseeing regional functional and country teams, with global oversight from European HQ. The candidate was moving up two levels in a lagging business, appointed by a European board with a reputation for swift action when results were not delivered. The brief was to help her step up and be successful. Success was defined as acceptance by subordinates, peers and board, and a demonstrable business turnaround.
Outcome: Business turnaround delivered. Candidate promoted to a global role at board level, the first woman appointed to the board. Tony subsequently coached her successor and his successor as each was promoted to the Regional President position.
Global Chemical Company: New joiner to joint venture CEO
European Headquarters, Germany
Candidate: Female 路 Malaysian Chinese
Transition: New joiner to JV CEO
Location: APAC & Europe
The candidate was appointed CEO of a European joint venture with German JV partners, a proving ground role for a high potential leader identified for board-level progression. Success was defined as business continuity through a challenging period, solid relationship building with JV partner stakeholders, and demonstrating the maturity of approach and executive presence expected two levels above the current position.
Outcome: Business objectives achieved. Senior review confirmed performance and demonstrated potential to board level +2. The candidate has since been coached by Tony into a first regional CEO role in a different sector.
Global Manufacturing Company: Regional CFO to Global CFO
Headquarters UK
Candidate: Female 路 Singaporean Chinese
Transition: Regional CFO to Global CFO
Location: APAC & Europe
A British Plc with global operations and a track record of long-term planning for senior positions. The candidate was a Regional FD in Asia. A two-stage succession brief. Stage one: move to UK headquarters as number two to the Global CFO, with significant new responsibilities at shareholder and board level. Stage two: take over as Global CFO on the incumbent's retirement. The coaching covered developing her regional team for continuity, adjusting to operating at a higher level in a new country and culture, and preparing for board-level acceptance.
Outcome: Stage one transition highly successful. Stage two in progress.
Portfolio Medical Technology Company: Head of Quality to Managing Director, Southeast Asia
Headquarters USA
Candidate: Male 路 European
Transition: Head of Quality to Managing Director, country operation, Southeast Asia
Location: Malaysia
An American multi-national medical technology company provided an opportunity for a transition from specialised technical-functional leader to first CEO role. A full country based manufacturing operation P&L responsibility with a full functional leadership team in a significantly matrix-structured global organisation. Concurrent coaching of leadership team development.
Outcome: Full success in transition. Candidate now operating strategically, focused on growth and expansion. Leadership team fully autonomous, handling all day-to-day operations independently.
Project Case Studies
Global Software Company: Regional CEO to Global CRO
European Headquarters
Candidate: Male 路 European
Transition: Regional CEO to Global CRO
Location: APAC & Europe
A global software company whose three regions run as a self-contained commercial operations with matrix reporting to European headquarters. The candidate was hired externally as APAC Regional CEO with a stated intention to move to a global role within two years.
The engagement covered three phases and three levels simultaneously. Phase one: coached into his first CEO role, establishing leadership approach and authority in a new organisation. Phase two: the leadership team went through a structured workshop programme to transition from a group of functional leaders into the team that runs the business, building internal expertise and self-sufficiency. Phase three: coached through the transition from Regional CEO to first global role.
Outcome: Leadership team fully transformed with complete day-to-day ownership of the business. Candidate appointed Global CRO. Tony coached him into that role and coached his successor as Regional CEO.
Global Flavour and Fragrance Company: General Manager to Regional CEO
Asia Headquarters
Candidate: Male 路 Filipino
Transition: General Manager to Regional CEO
Location: Singapore, regional hub for Southeast Asia, Australia and New Zealand
The candidate was selected as successor to a long-serving Regional CEO who had become the figurehead of the entire operation. The transition challenge was threefold: stepping into very established shoes, gaining the confidence and support of peers who were now becoming subordinates, and demonstrating to regional headquarters the executive presence and strategic capability expected at this level.
The engagement ran over twelve months, a full business cycle, covering three levels simultaneously. Individual coaching through the full transition. Leadership team training combined with group and individual coaching. Management-level leadership training rolled out across all people managers, focused on performance management capabilities.
Outcome: All transition challenges successfully overcome. By the end of the engagement the organisation had a common language of leadership operating at every level of management, with measurably stronger performance management capability across the organisation.
Every engagement starts the same way.
It starts with a conversation. We discuss where you are, where you need to be, and what needs to be done differently in order to get there. Everything else follows from that.
