Since 2014 in Sherbrooke, Quebec

Leadership Consulting that changes how your people actually lead

Most leadership programs end with a binder on a shelf. Ours end with executives who think differently about conflict, delegation, and growth. Here is the story of how we get there.

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42 organizations transformed 600+ leaders coached
Leadership workshop facilitation in a modern boardroom

A leadership engagement, from first call to lasting change

Every consulting relationship with us follows a similar arc, but the details differ wildly depending on your team size, industry pressures, and what keeps your CEO awake at 2 a.m. Below is the typical timeline.

Week 0

Discovery conversation

A 45-minute call. No pitch deck. We ask about your org chart, your recent departures, your strategic plan for the next 18 months. You tell us where leadership friction shows up. We listen hard and take notes.

Weeks 1–2

Confidential leadership audit

We interview between six and fifteen people across your organization, from board members to mid-level managers who rarely get asked their opinion. The audit surfaces patterns: where trust breaks down, where decision-making stalls, where talented people quietly disengage.

"The audit alone was worth the engagement. Things we'd been tiptoeing around for two years came into sharp focus in ten days." — VP Operations, manufacturing firm, Drummondville
Week 3

Findings presentation

We present a written report to the leadership team. Not a generic slide show. A candid, specific document that names the gaps and connects them to business outcomes your CFO cares about: retention costs, project delays, missed revenue targets tied to leadership bottlenecks.

Weeks 4–12

Intensive coaching and workshops

This is the core of the work. Each executive receives bi-weekly one-on-one coaching sessions. We run two or three team workshops focused on the specific friction points the audit uncovered. Common themes: giving feedback that people actually hear, running meetings that produce decisions instead of more meetings, delegating without micromanaging.

Workshop groups stay small. Eight people maximum. We use live case studies drawn from your own organization, with permission and appropriate anonymity.

Month 4

Mid-point recalibration

We re-interview a subset of the original audit participants. Has anything shifted? Sometimes the answer is dramatic. Sometimes it reveals a new layer of challenge nobody expected. Either way, we adjust the remaining engagement to match reality, not the original plan.

"By month four, our senior team had stopped sending passive-aggressive emails and started having actual conversations. That sounds small. It changed everything." — CEO, SaaS company, Montreal
Months 5–6

Capability transfer

We train your internal HR or people-ops team to sustain the coaching frameworks we introduced. This includes a facilitator guide, a set of diagnostic tools, and two train-the-trainer sessions. The goal: you should not need us again for this particular issue.

Month 9 (optional)

Follow-up assessment

Three months after the engagement ends, we return for a half-day check-in. Free of charge. We measure retention shifts, team health survey scores, and whether the new habits have stuck or slipped. If they slipped, we leave a short corrective plan. No upsell.

Our operating framework

We do not follow a single proprietary method. We draw from tested research and adapt it to each client. Here is what we actually use, and when.

Capability area Methods we draw from When we use it
Self-awareness and feedback Hogan assessments, 360-degree interviews (custom, not off-the-shelf) Audit phase and early coaching
Team dynamics Patrick Lencioni's trust model, adapted conflict resolution protocols Workshops, months 1–3
Strategic decision-making Scenario planning, pre-mortem analysis, decision journals Executive coaching sessions
Delegation and accountability RACI clarity mapping, role-boundary workshops Mid-engagement, especially in fast-growing orgs
Change leadership Kotter's urgency model (selectively), narrative-driven change communication When the engagement coincides with a major transition
Sustaining new habits Behavioural design nudges, peer accountability structures Capability transfer phase

We never apply a framework because it is trendy. If your team needs something simpler, we simplify. If they need depth, we go deep.

Executive team in candid conversation

What we have learned from ten years of doing this

The biggest predictor of a successful engagement is not budget. It is whether the CEO is willing to receive feedback, not just approve it for everyone else. We have walked away from two prospective clients who wanted us to "fix the middle managers" while the founder refused to participate. That is not consulting. That is theatre.

Second lesson: small teams change faster than large ones, but large teams sustain change longer once it takes hold. The sweet spot is a leadership cohort of eight to twelve people who meet regularly and hold each other accountable between sessions.

Third: written follow-up matters more than the workshop itself. We send a brief summary after every session. People re-read it. They share it. The document becomes the cultural artifact, not the whiteboard photo.

Is this a fit?

We are selective about the engagements we take on. Here is a quick self-check.

Good fit signals

  • Your CEO or founder will participate in coaching, not just sponsor it
  • You have a specific leadership challenge, not a vague desire to "develop people"
  • Your team has at least 30 employees and a defined leadership layer
  • You can commit to a minimum three-month engagement

Not the right moment

  • You want a one-day motivational event
  • Leadership is not willing to hear uncomfortable truths
  • The real issue is a single toxic individual (that is an HR matter, not consulting)
  • Budget has not been approved and the timeline is "maybe next quarter"

Three voices from past engagements

"We hired them after our third VP quit in 18 months. The audit showed us the pattern was coming from the top, including from me. That was hard to hear. But the coaching that followed gave me tools I still use daily, two years later."

— Founder, logistics company, Sherbrooke (68 employees)

"The capability transfer phase was the real differentiator. Our HR director now runs quarterly leadership check-ins using the framework they left behind. We have not needed to bring in another consultant since."

— COO, healthcare network, Quebec City (210 employees)

"I expected theory. I got direct, sometimes blunt, coaching that forced me to confront how my conflict avoidance was slowing down every project. The team noticed the change before I did."

— Director of Engineering, fintech startup, Montreal

Questions we hear often

Do you work with organizations outside Quebec?
Yes. About a third of our clients are in Ontario and the Maritimes. We travel for the audit and key workshops, and conduct coaching sessions over video. The model works well in hybrid form as long as the initial audit happens in person.
What happens if the engagement is not working?
We have a written checkpoint at month two. If either side feels the engagement is off track, we pause, diagnose, and either adjust scope or end the contract with a prorated refund. This has happened twice in ten years. Both times we parted on good terms.
Can you work in French?
All of our facilitators are bilingual. Workshops and coaching sessions can be conducted entirely in French, entirely in English, or in a mix that matches your team's daily reality. Written reports are delivered in the language you prefer.

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Trusted by leadership teams at organizations across Quebec, Ontario, and the Maritimes since 2014.

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Last updated: January 2026.

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