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Connecting strategy with behaviour

Use cases

How FNDRY. works in different contexts

Ownership, growth stage and organisational health shape what leadership work is needed. These examples show how the FNDRY. system is applied in practice.

PE portfolio

PE owned scale up building a leadership system for rapid value creation

A technology company has moved under PE ownership. Growth expectations and time frames are tight, but leadership roles, decision rights and operating rhythm lag behind.

Context

  • • New PE owner, new board and ambitious growth plan
  • • Founder still in a key role, but the organisation has grown beyond the original model
  • • Mixed organisational health, with high potential and emerging friction

FNDRY. interventions

  • • Context specific leadership profile for CEO and executive team
  • • Individual and team diagnostics
  • • Definition of leadership roles, decision rights and forums
  • • Operating rhythm for strategy execution
  • • Targeted succession and talent planning for critical roles

Outcomes

  • • CEO and executive team alignment on value creation priorities and quarterly milestones, with board approval on leadership investment
  • • Leadership team meeting effectiveness improved through clear decision rights and accountability frameworks, typically doubling decision execution rates
  • • Succession risks identified and quantified for critical roles, with development plans or external search parameters defined to reduce board-level concerns
  • • Operating rhythm established with explicit decision rights, eliminating typical delays in cross-functional initiatives
  • • Board confidence in leadership capability and bench strength measurably increased, enabling faster strategic moves

Growth

Founder led company moving towards scalable leadership

The founder still carries many decisions, key customer relationships and informal leadership. The company needs clearer roles and leadership expectations to keep growing without burning people out.

Context

  • • Strong founder presence and informal decision making
  • • Growing headcount and international footprint
  • • Uneven leadership practices across teams

FNDRY. interventions

  • • Clarification of leadership structure and roles
  • • Leadership team assessment and development agenda
  • • Founder role reshaping and support
  • • Definition of core leadership expectations for managers

Outcomes

  • • Founder role transitioned from operational involvement to strategic focus (new markets, partnerships, investor relations), typically within 6-9 months
  • • Leadership team established with clear role definitions and decision rights, enabling scaled operations without founder bottlenecks
  • • Manager effectiveness improved as tactical decisions shift from founder escalation to team ownership
  • • Key talent retention strengthened through role clarity and development conversations, reducing risk of critical departures
  • • Organizational structure designed to support 2-3x revenue growth without requiring complete leadership rebuild

Mid cap

Mid cap company aligning leadership with a new strategic chapter

Strategy has shifted, but leadership profiles, culture and talent practices have not caught up. The board and CEO see a risk that the current leadership bench is not fully fit for the new direction.

Context

  • • New strategy and markets
  • • Legacy structures and leadership expectations
  • • Mixed performance and engagement signals

FNDRY. interventions

  • • Leadership system diagnostic
  • • Executive team and key role profiling
  • • Succession and talent strategy update
  • • Leadership behaviour and execution workshops

Outcomes

  • • Leadership capability gaps mapped against new strategy, identifying which roles are misaligned and whether external hiring or role redesign is required
  • • Succession timeline established for key transitions over 18-24 months, preventing reactive crisis hiring
  • • Board and CEO consensus reached on leadership investment priorities, with clear resource allocation and ROI expectations
  • • Leadership team composition shifts defined with specific timeline, and transition plans developed to mitigate execution risk
  • • HR and CEO aligned on talent strategy priorities, eliminating misaligned recruitment efforts and development investments

Turnaround

Turnaround and leadership reset

Performance issues and low confidence in leadership have accumulated. The organisation needs clear accountability, decisive leadership moves and a new operating rhythm.

Context

  • • Prolonged underperformance
  • • Fragmented leadership team and unclear responsibilities
  • • Mixed or low organisational health

FNDRY. interventions

  • • Leadership context and health diagnostic
  • • Leadership team reset and role clarification
  • • Rapid operating rhythm design and implementation
  • • Targeted embedded leadership where needed

Outcomes

  • • Leadership accountability framework established with decision rights clarified for critical decisions, eliminating organizational paralysis
  • • Executive team restructured with clear role ownership, removing ambiguity that had blocked strategic initiatives
  • • Decision-making speed increased through explicit process and clearer escalation paths, enabling faster response to performance issues
  • • Operating rhythm implemented with regular execution reviews, significantly increasing initiative completion rates within 90 days
  • • Trust and confidence metrics improved through transparent expectations and consistent follow-through on commitments