Mario Villarejo · Leadership & Executive Team Advisory
Where the work comes in:
A new CEO. A merger. A reorganisation. Rapid scale. A new operating model. A transformation.
Strategic Team Intervention, with CEOs, CHROs and their leadership teams, on the agenda they already have. It starts with a diagnosis. Committed to the result the team defines.
No deck. No standard pitch.
Leaders and teams at adidas · Roche · Allianz · ASML · Merck KGaA · European Space AgencySome directly, some through international partner firms.
The strategy has moved. The way the leadership team works together has not.
25+ years in global change, first inside the business, then alongside it, including International Transformation Director at Epicor and leading Epicor's side of Merck’s 28-country ERP programme.
30+ countries. English, French, Spanish. Applied behavioural science, NTL-trained. No ERP to run, no org chart to redraw. The work is with the team that has to lead the change, and with each leader in it.
What waiting costs
Deadlines slip. Everyone points to another area.
The strongest people below the team stop waiting for one answer and start working around it.
The level below reads the gap at the top, and repeats it.
The real problem
When things slow down, the reflex is predictable. Push the project harder. Redraw the org chart. Send the managers on a course.
None of it touches the top team.
A course builds one good leader at a time. Real change lives between them: how the CEO and the team settle competing priorities, say what goes unsaid, and hold each other to account.
Change the pattern at the top, in the team and in each leader. The organisation notices.
Teams are the unit of work in growth and transformation, starting with the leadership team. Most organisations still develop individuals.
Same talent. Same strategy.
The difference is the space between them.
How the work unfolds
The individual leader. The leadership team. The wider organisation. Always on the real agenda. No games, no borrowed slides, no months of theory first.
One or two intense days with the team on its real agenda, after a diagnosis. Then 30 days of follow-through: the team reads its own indicators at day 30.
The full intervention with the leadership team. A three-week diagnosis, then one stage a month: a full day with the team, two coaching sessions for the team leader and a check-in with the sponsor. At day 90, a review with the sponsor on the team's own indicators.
CRAF, a methodology by Mario Villarejo
The intervention across the organisation, alongside the change programme: coaching for key leaders, middle-management cohorts, leadership workshops, large groups and programme discipline. The capability stays inside.
Extended includes executive coaching for the team leader.
Some directly, some through international partner firms. Logos are removed on request.
Contact
If the leadership team works the same way for six more months, what happens to the business?
A first conversation starts from that question.
No proposal on the call.
One 25-minute conversation: the situation, the pattern behind it, and whether Mario is the right person for it.
Conversations in English, French or Spanish, across Europe and beyond.
