A start-up was acquired by a private equity firm. There was low morale, diminished team spirit and lack of personal performance, all ultimately impacting results.



The people involved from the inception of the company were still with the organisation and were experiencing a change in culture, direction and
method of working. The speed and rate of change were further amplified with additional acquisitions that needed to be merged with the business.
The core team was under increasing pressure to provide stopgap solutions whilst other parts of the business were integrated. They were feeling undervalued and unrecognised.


  • Identified individual core drivers, strengths, aspirations and areas they wanted to develop
  • Personal reflection on events and interactions – perception, reaction and subsequent influence on relationships with their colleagues
  • Awareness and adjustment of personal behaviour and communication to improve relationships with colleagues
  • Exploration and development of ways to tackle rifts with colleagues (e.g. identifies areas in which they could be each other’s mentors and role models, playing off each other’s strengths)
  • Reviewed compensation structure: what got measured, what got rewarded and how they felt about it
  • Reviewed roles and individuals in those roles
  • Realignment of roles with functions playing to strengths and areas of competence as opposed to titles or length of servic


  • A cohesive team consisting of committed, competent and collaborative individuals
  • Greater communication, transparency and higher levels of trust
  • Less friction and improved results
  • A compensation structure aligned with deliverables, contribution and value-add
  • Realising they were not in the right role or company, some team members resigned – some went on to become founders of their own start-up