Melissa (pseudonymized for privacy) was new in her HR role at a fast growing company that had doubled its headcount in the prior year and was looking toward an IPO. Through interviews with senior leaders, she identified issues around accountability and strong players carrying too much of the workload at the company. The company had an inconsistent history and no strategy for investing in leadership, culture, or people development.
The CTO was familiar with Refound, having attended a workshop with Jonathan Raymond at a previous company and encouraged Melissa to contact us. Reportedly saying it was “the first leadership program that didn’t make him want to vomit,” his interdepartmental support from the C-Suite empowered Melissa to develop a program with Refound for a cohort of engineering and marketing leaders within the company.
Utilizing Refound’s quick-start model running individual development in tandem with larger culture strategy, Melissa was able to get the team working on people leadership immediately. Efficiently piloting this leadership development program for one department made it possible to initiate the organization’s larger cultural change project, providing a strong philosophical foundation aligning the business goals of the C-suite to the personal growth of the individual.