The teams we work with deliver the results. We help them build the capability to do it together.

MeteoGroup's sales teams were highly skilled, and each worked within its own area. The strategy needed them to sell across the whole portfolio, which meant bringing colleagues they had never had to rely on into conversations with customers they had owned for years. We worked with the leaders and teams to make that safe, using STORM to give each team a plan it owned. Over 18 months, the average total order value per salesperson rose from £200,000 to £850,000.

When MeteoGroup became part of DTN, we were invited to do the same across the wider business, and went on to establish the post-merger work that brought DTN's functions and regions together. The relationship lasted around seven years.

“These STORM sessions were by the far some of the best leadership training I have had in my career.”

Kevin Stenson, Global Leader, Partners, DTN

“The Hive team cares and takes the time to listen to where we are and where we want to be as individuals, as teams, and as a company.”

Beth Johnson, VP Enterprise Solutions, DTN

After an acquisition, Pax8's EMEA marketing team had to become one team across several regions. We worked with them through the merger, using STORM to give them a shared language for working through their challenges, finding their own solutions and agreeing how they would operate. Over two years of team coaching, the team took on more and held together under pressure. Through the second year, the business rated the team “exceeding expectations” every quarter, it hit its targets throughout, and its collaboration with sales improved.

We also worked with Chloe Cameron, Chief People Officer for EMEA, to bring her newly formed People Operations team together and refocus how it worked. Its Team Charter guided the team through Pax8's move from investment into profitability.

Qured began as a home healthcare business and was forced to reinvent itself in response to the pandemic, becoming the UK's first government-approved COVID-19 travel testing provider. It then needed to find a new and sustainable path to growth. The team had delivered under enormous pressure, many were exhausted, and several senior people had decided to leave.

We started by listening to everyone. Then, through STORM, the people who had stayed and the people who were joining defined the vision and values for Qured 3.0 together. The aim wasn't to predict the final business model in a workshop. It was to get the leadership team unstuck and moving in a viable direction everyone could commit to.

“Their approach melded a structured organisational diagnostic with a flexible and empathetic style that supported the company in rallying around a new vision… fostering an environment where leadership and staff were united in purpose.”

Justin Tan, Consultant for Qured

During the pandemic, leaders in a large healthcare organisation responsible for hospitals, surgeries and prisons had adopted a command-and-control style. It served them in the emergency, but it became a barrier afterwards. Research with their stakeholders showed teams working in silos and a creeping culture of blame.

We designed a multi-year leadership programme, built on STORM and leadership coaching, running in cohorts of up to twelve senior leaders. In its first year, 126 leaders took part. Leaders reported a shared set of tools and language that began to close the gap between senior and junior leaders, better collaboration between departments, and a question being asked more and more often: “How can I serve you better as a leader?”

Two days of STORM brought an engineering team's different perspectives together and established a Team Charter. The shift the team described was from doing engineering successfully to engineering success: their responsibility became the success of the organisation, not only finishing engineering tasks on time, and they organised their work around that purpose.

A STORM session with the team left each member with concrete actions they owned, and brought a high-performing team even closer together. Participants rated it 9.2 out of 10 on average.