What we do
Define your Strategy
We unblock your teams by helping them to take complex commercial, product and organisational decisions; build strategy then create and execute plans which deliver.
Develop your people
We build the capability and confidence of your leaders through one-on-one interventions: coaching, 360 feedback, Situational Leadership and mentoring.
Build your teams
We boost the productivity and capability of your teams by creating alignment, building trust, clarifying responsibilities and demanding accountability.
Scale your business
We help you to nail execution: putting continuous improvement and a laser focus on results into the heart of your culture; identifying and living the values which drive engagement, performance and passion in your business; designing the organisation for now and the future.
Gareth is the former COO of Red Gate Software, a successful high-growth private software company based in Cambridge, Pasadena and Singapore which was placed in the Sunday Times Best Companies lists for seven years. He led software engineering, sales and marketing teams to launch and grow new products – but also held responsibility for “back office” functions – HR, Finance and IT – during periods of high growth in revenue and headcount.
Prior to joining Red Gate in 2008, Gareth worked for the University of Cambridge, leading IT provision at DAMTP (Stephen Hawking’s department) and Selwyn College. Gareth drives organisational change by creating and developing trusting relationships to form high-performance teams. He has a particular interest in strategy development, employee engagement, personal development, organisational design and management frameworks. He’s at his happiest and most effective helping bright, creative, innovative people work together to solve difficult problems.
Gareth has 10 years’ coaching experience as a senior business leader. He is currently participating in the Meyler Campbell Mastered Programme, accredited with the Worldwide Association of Business Coaches. He initiated Red Gate’s adoption of Situational Leadership II, and the “Five Dysfunctions of a Team” approach to team building. He was also responsible for piloting Red Gate’s adapted version of The Toyota Way, which has since been adopted organisation-wide.
Gareth has an MA in Natural Sciences and an MEng in Chemical Engineering from Cambridge University. He is a Myers Briggs ENFP and Strengths Finder Arranger, Individualization, Maximizer, Communication, Woo.
What others say
I’m trying to wean myself off ubiquitous digital connectivity. Over the last few weeks my trusty iPhone 6 has been running more and more slowly. I took the plunge, backed it up and wiped it over the weekend which cured its sluggish symptoms. But it also allowed me to deal with something I’ve been aware Read more about Cutting back on digital – the gains, and the withdrawal symptoms[…]
Software development has the concept of “technical debt”: the cost of the shortcuts you have to take in the interests of time, money or available skill when you’re building a system. Essentially, your software will work for now, but it mightn’t scale to cope with new users, or be as easy to use as it Read more about People debt is like technical debt[…]
Something wonderful happened a couple of weekends ago. From “When Pixels Collide“: For April Fool’s Day, Reddit launched a little experiment. It gave its users, who are all anonymous, a blank canvas called Place. The rules were simple. Each user could choose one pixel from 16 colors to place anywhere on the canvas. They could Read more about Reddit Place – closer to your organisation than you think?[…]
These words greet every visitor to the David Attenborough Building in Cambridge. The people who are based here work for a range of organisations and disciplines, including the University of Cambridge, the RSPB and the UNEP World Conservation Monitoring Centre. They’ve been brought together to understand and preserve ecosystems and biodiversity – under greater threat Read more about “There are few things more important in the world today than what you are doing here.”[…]
Situation Summary RingMD is startup based in Singapore, with an ambitious mission – to use technology to connect people around the world with the best healthcare available. They have grown successfully since inception with further aggressive commercial and organisational growth expected, but the challenges of scaling and focusing the organisation presented the most significant risks Read more about Big Mission, New Team – Strategy and Organisational Development for RingMD – Case Study[…]
Every organisation needs a strategy, if it’s to meet its potential. Good luck and keeping your fingers crossed won’t work indefinitely. But what’s a strategy, and how do you develop one? What is a strategy? Strategy is a description of how your organisation will “win”, or prevail, given the circumstances it finds itself in. Unlike a vision Read more about Every organisation needs a strategy – but what’s a strategy, and how do I develop one?[…]
I came across a thought-provoking article from Lora Cecere on LinkedIn a few weeks ago. She discusses the downfall of Caterpillar’s CEO Doug Oberhelman, as a result of the dogged pursuit of an unsuccessful strategy, and the lack of adaptability of his company to changing market situations. Sales-driven and marketing-driven processes are internally focused on Read more about Looking from the outside in[…]
In general, the people around us don’t tell us the truth. Leaders don’t get told the truth by those around them. They don’t get told the truth by their bosses and are even less likely to get told the truth by those they manage. They don’t get told the truth about the organization and they Read more about Truth[…]
The best quote from the worst film in the Star Wars series. At the risk of going the full David Brent, I’d like to offer the following: Trust leads to conflict. Conflict leads to commitment. Commitment leads to accountability. Accountability leads to results. Results are the measures of success of high-performing teams. It may not have the Read more about Fear leads to anger. Anger leads to hate. Hate leads to suffering.[…]
Many potentially high-performing teams still lose their way. Trust is high, fierce debate is present, commitment and accountability is well-developed – but when three, six, twelve months have passed, there’s always a reason why they haven’t delivered. The reasons may be understandable; the decisions justified – but given their time again, the team would have Read more about It’s not about you – helping your team to focus on results[…]