Case Studies

I have coached leaders across all functional areas in companies of all sizes, from large global companies to small businesses. My clients come from a variety of industries, including those in the following case studies.

Case Study 1:

Can improved leadership propel growth and accelerate the success of a global accounting, tax, and consulting firm?


Following a significant restructuring, the executive leadership team and partners of a Western U.S. region of a global firm wanted to align and inspire commitment of strategic initiatives and tactical execution for growth, profitability, client service, and developing people.


  • I held monthly 1:1 coaching sessions for 25+ individual partners, including Line of Business leaders for audit, tax, and consulting practices, and Office Managing Partners for ten offices leading over 60 partners in the Western U.S. region to help them achieve goals and address challenges.
  • I held 1:1 coaching sessions for high potential Directors and Senior Managers and facilitated a series of group interactive talent management training workshops to help them focus on leadership development goals and closing gaps to make partner. I facilitated ELT group coaching sessions and office sessions to help build and align teams, resolve conflicts, and improve collaboration.
  • I led a 3-day offsite retreat for over 60 partners in the Western U.S., who gathered to align, celebrate success, and inspire commitment to go forward with strategy and implementation.


Many leaders stepped into expanded roles and assimilated quickly. New partners were promoted within the organization, and one partner was elected to Firm’s Board of Directors. Coaching support enabled partners to stay focused on their development goals, build relationships, manage complexity, and navigate change for greater impact, significance, and fulfillment.

With ongoing coaching support the Western U.S. region’s growth and profitability in the first year of restructuring far outpaced that of the overall firm, which maintained its success.

Case Study 2:

How can a VP Worldwide Sales Operations make the most of his recent leadership promotion?


When a highly productive VP Worldwide Sales Operations of a global, publicly traded software company was promoted, he was given broader responsibilities including the direction of tactical implementation of the company’s strategic plan and leadership of worldwide sales operations and acquisition teams.

Though he was viewed by the CEO as a trusted advisor, confidante, and detailed problem solver, the VP was not included in critical high level meetings focused on developing strategy with the executive leadership team. He experienced frustration, often running hard in reactive mode, and desired to be viewed as a respected contributor with a seat at the strategic table.


I gathered insights through self-assessments and led a series of interviews with a representative stakeholder group to expand our understanding of the VP’s leadership strengths and development opportunities.

These insights provided a 360-degree perspective of his unique capabilities. They also enabled the VP to become aware of some blind spots and identify areas for development and a proactive action plan. As his self-awareness and emotional intelligence grew he was able to develop a more effective, impactful communication and presentation style.


With greater focus on the big picture, audience awareness, and tailored responsiveness, the VP’s communication effectiveness rose rapidly, and this influence improved his interactions with executive leadership and collaboration with SBU leaders around the globe.

Case Study 3:

Can a rapidly growing private equity-backed software firm accelerate the development of high potential leaders and promote from within?


During a period of rapid company growth, executive leadership decided to invest in its internal capacity by developing high potential leaders hungry for greater responsibility and advancement.


Using my six-month coaching process, I coached four individuals who were identified by the executive team as high potential leaders. I facilitated three-way meetings between each leader, his or her manager, and me to clarify the manager’s vision, mission, and current challenges and to discuss opportunities for the leader’s alignment and focused growth.

My process of self-assessments, 360 interviews with stakeholders, and 1:1 coaching sessions identified each leader’s strengths and potential areas for development. Individuals were able to clarify their own short-term goals and longer-term leadership development objectives, then implement their plans.


As high potential leaders grew their self-awareness, emotional intelligence influence, and empathy skills, they were able to move from tactical execution to strategic focus and developing high impact teams.

During the coaching process, leaders were assigned new roles and given expanded responsibilities. One was promoted to General Manager overseeing the company’s rapidly growing Europe operations.

Case Study 4:

How can executive leadership of a publicly traded supply chain logistics services firm navigate conflict and improve communication in the midst of large scale change and restructuring initiatives?


After receiving input from a 360 survey that revealed some conflicts developing among the executive leadership team, I was approached by the Chief Human Resources Officer for coaching support as well as opportunities to build more effective peer relationships and improve communication.


I worked with the Human Resources leader and other executive team members to develop short-term leadership development plans that responded to the 360 survey results. The plans focused on improving informal communication through openness, understanding, and consideration of alternate points of view as well as more frequent, timely, and meaningful feedback.


Peer relationships and cross-functional team collaboration improved significantly, with greater clarity and alignment of priorities and resources.

Case Study 5:

Can a high performing, problem-solving task manager with a heavy command and control management style and interpersonal derailing behaviors successfully alter his leadership style to become more effective?


After receiving input from a 360 survey that revealed some blind spots and negative feedback working with peers and colleagues, I was approached by the Human Resources Officer of a global aerospace company seeking coaching support to work with an Operations executive to eliminate derailing behaviors with colleagues and explore opportunities to improve communication and build more effective peer relationships.


A variety of self-assessments identified strengths and also revealed and confirmed similar growth opportunities consistent with the 360 feedback. This self-assessment feedback raised his awareness and motivation, with greater urgency for change to eliminate the limiting and derailing behaviors that were hindering his effectiveness.

1:1 coaching sessions enabled the Director to create a clear development plan for growing his emotional self-awareness, situational awareness, influence, and strategic thinking skills.

The Director also thanked participants in the 360 survey for providing their collective feedback, shared his development plan response, and invited them to be part of his accountability group for implementing his desired changes.


With a better balance of problem solving process skills and greater emotional self-awareness, the Director’s overall growth in emotional intelligence accelerated and relationships with peers and colleagues improved dramatically within a short time frame.

To learn how I can help you and your leadership teams achieve your own outstanding results, click here.

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