The human emotion is at the core of everything we do
TURNING AROUND A BUSINESS DIVISION
The technical business division was not performing at its best. Moral was at its lowest, promises to staff had been broken, teams were not working together, and all projects were suffering, the board wanted change.
Gerry was brought in to investigate the problems and rectify the situation. The role was that of becoming the catalyst of change, introducing updated working practices, structured processes, leading team building sessions and individual mentoring all of which boosted moral and overall team performance. Turning the organization chart on its head he made the team understand the individual value they were contributing. The turnaround was evident to the exec as projects were completing and customers feedback went ‘positive’.