What this looks like in practice
When businesses get stuck, the details differ, but the underlying problems are often familiar: unclear priorities, decisions that don’t work out, trust that’s been damaged, and too much weight sitting with a small number of people. The examples below show what changes when those issues are addressed properly. Not through quick fixes or off-the-shelf answers, but by getting clear about what’s really going on and fixing it in a way that holds.
Case snapshot: Rebuilding trust, clarity and stability in a pressured environment
The situation
An organisation with a clear mission had become internally divided. Trust had broken down, disagreements were playing out publicly, and confidence among staff and external partners was falling. Progress had stalled and energy was being drained by conflict rather than focused on delivery.
What was done
The priority was to stabilise the situation and create enough calm to understand what was really driving the problems. That meant listening properly, clarifying purpose, and addressing the structural issues that were keeping people stuck.
Leadership roles were clarified, decision-making tightened, and governance strengthened so responsibility and accountability were clear. Teams were rebuilt and given the confidence to act, rather than wait for direction.
The result
The organisation moved from fragmentation to shared direction. Trust was rebuilt internally and externally, staff stability improved, and confidence returned. What began as a rescue became a solid platform for future growth, with the organisation left stronger and easier to lead than before.
Testimonials
Rob Atkin MBE
Board Member
Richard brought clear direction at a time when the organisation needed it most. He listened carefully to different and often opposing views, helped the organisation regain focus, and enabled it to grow in confidence and stability. His ability to make sense of complex situations and move things forward made a real difference.
Richard King
Chair
Richard provided stability, integrity, and clear strategic and operational direction during a period of significant volatility. He led change with empathy, strengthened the relationship between leadership and the board, and left the organisation in much better shape than when he found it.
Sarah Higgins
Board Member
Richard gets to the heart of issues quickly. He combines determination with empathy, and leads change in a way that people trust. He is both highly effective and grounded, and working with him left the organisation stronger and more confident about the future.