Our work

Different problems. Designed responses.

We do not sell one program to everyone. Each engagement begins with a client’s real challenge, then takes shape around their people, context and ambition.

Explore the case studiesBook a discovery call
01 / ManagersFirst-time manager journeys
02 / LeadershipSenior team alignment
03 / CultureValues people can live
04 / PerformanceConversations that land
6 engagement stories5,000+ leaders developedOne principle: design for the work
Trusted by

Organisations that choose a more human way.

We work with 40 corporate partners across industries to build people, culture and leadership for what’s next.

Selected engagements

The problem shapes the program.

These anonymised case studies show the different challenges clients brought us and what Change+ designed in response. Open any story to see the architecture.

First-time managersTurning first-time managers into confident people leadersBanking technology company
The challenge
New managers, unpreparedStrong ICs, new to leading peopleHabits that had to stickOrganisation-wide scale

A fast-scaling fintech was promoting its strongest individual contributors into their first management roles. It needed a program that changed how they actually managed and kept supporting that shift long after the sessions ended.

What we designed

A branded, end-to-end first-time manager program: three monthly sessions, supported by a learning journey between them.

01Leading yourselfThe shift from individual contributor to manager, with DISC profiles and practice flexing to different styles.
02Manager as coachCoaching instead of solving, Situational Leadership and regular, specific feedback.
03Manager as team builderTrust and three practical rituals for connection, challenge and celebration.
04Group coachingIndividual DISC profiles brought into coached conversations on real management situations.
05Between-session journeyChallenges, reinforcement and reflection so habits formed between workshops.
06Framework, then practiceEvery concept followed by live roleplay using real scenarios.
Senior leadershipGetting a senior team ready to scale from founder-led to built-to-lastGlobal experiential marketing firm
The challenge
Founder-led, scaling fastManagers executed but did not ownNo formal L&DValues on paper

A close-knit senior team wanted the company to scale several times over and become an institution that outlasted its founders. Managers below them executed briefs without owning outcomes, the stated values were not consistently lived and an earlier vision effort had been announced rather than built together.

What we designed

A four-session senior leadership journey, with each session zooming out a level: from the individual, to the leaders they build, to the company, to the change ahead.

01Leading yourselfDISC profiles and the self-awareness required to lead other people well.
02Building leadershipMoving leadership time from doing and rescuing to growing people.
03Founder-led to scaledBuilding the clock rather than being it, with values and goals that travel.
04Leading changeThe conditions that make change stick and why co-creation beats communication.
Culture and valuesBuilding an intentional culture as the team outgrew its foundersBrand and marketing agency
The challenge
Founder-led cultureCulture by design, not driftValues people could ownDaily practice

The agency had a strong culture while it was small and founder-led. As it grew, it wanted to make that culture intentional so the best of it could keep moving through the organisation rather than dilute.

What we designed

A culture engagement that took values from definition all the way to daily practice.

01Redefined the valuesWork with the founder and leadership team to arrive at six the company could own.
02Full-company launchFounder context, co-facilitation, activity-based learning and peer appreciation.
03Values collateralUseful reminders designed around the values for people to keep close.
04Team workshopsEach team defined daily behaviours and how they would hold one another accountable.
05Gamified reinforcementCross-team activation that kept culture visible in the workplace.
Performance conversationsReadying first-time managers for the company’s first review cycleFully remote software company
The challenge
First review cycleMany newly promoted managersRating, pay and feedback togetherFully remote teams

A large remote software company was about to run its first structured performance-review cycle. In one 45-minute conversation, managers had to deliver the rating, the pay number and a year of feedback. Most had never delivered any of them.

What we designed

A 90-minute virtual workshop per cohort, teaching one five-step move for the conversation, with practice anchored to a real person each manager was about to review.

01Cohort diagnosticInput from L&D and people partners to surface precise fears and pushback lines.
02Five-step frameworkOpen, Glows and Grows, Frame Ratings, Navigate Pushback, Close.
03Reframing the ratingTurning the middle rating from a verdict into a summary of evidence.
04One report, five practicesEvery manager rehearsed each move for a real upcoming conversation.
05ReinforcementShort video summaries at three, seven and fourteen days.

Recent delivery. A client quote can be added once impact is captured.

Persuasive communicationTurning strong work into presentations that landBanking technology company
The challenge
Great work, weak deliveryPoint buried in detailComplex ideasConfidence under pressure

Talented specialists and product people did excellent work, but it did not always land when they presented it. Messages got lost in detail, structure buried the point and delivery did not carry the confidence the work deserved.

What we designed

A multi-day experiential program built on repeated live practice with coaches.

01Know the roomStakeholder mapping so each presentation is built for the audience.
02Structure that persuadesThe Minto Pyramid and an arc that leads with the point.
03Simplify complexityTurning dense content into something a busy audience can follow.
04Voice and presenceDelivery, body and confidence under real conditions.
05Live practice roundsRepeated reps with coaches rather than a lecture about slides.
Campus to corporateGetting 87 campus hires workplace-ready in three daysGlobal analytics software company
The challenge
Communication at workOwnershipTwo cohorts87 people

A large intake of new hires, including fresh graduates and experienced joiners, had to make the jump into the company quickly despite their very different starting points.

What we designed

A three-day experiential campus-to-corporate program run across both cohorts.

01Two-track designBuilt for freshers and experienced joiners inside one program.
02Experiential, not lecturesActivities and real workplace scenarios throughout.
03Communication and ownershipThe core capabilities behind workplace readiness.
04Co-facilitatedSeveral facilitators holding the energy across a large group.
A Change+ facilitator mid-session with a room of managers, flipcharts behind him
In the roomEvery engagement in here started in a room like this one.

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