The advisor in the room
when decisions
cannot be undone
Radnor works with leaders navigating high-stakes transformation — as a retained strategic advisor and as the partner that stays until the change holds. Across Africa and beyond.
Strategy without someone to hold the organisation accountable is just a document.
We stay through the messy middle — not just the diagnosis and the deck.
When the work is done, the change should no longer need us to survive.
Two ways Radnor
works with you
Executive Advisory & Strategic Counsel
A trusted senior advisor — retained by the CEO, board or Permanent Secretary — available when decisions get harder and pressure rises.
- Monthly strategic sessions with the CEO or leadership team
- On-call access for urgent decisions and sounding board moments
- Board and governance advisory and preparation
- Stakeholder landscape management and political navigation
- Leadership pipeline and succession guidance
- Confidential counsel on high-stakes institutional decisions
Transformation Hand-holding
We partner with organizations through the full arc of institutional transformation — from diagnosis through design, into implementation, and until the change is genuinely embedded. We do not hand over a report and leave.
- Diagnosis to roadmap
- Strategy design & executive alignment
- Change management & stakeholder engagement
- Operating model & structure redesign
- Workforce planning & performance frameworks
- Capability building that lasts
We stay until
the change holds
Most consulting engagements end when the strategy document is finalised. We believe the real work begins when the strategy meets the organisation's resistance — when leaders are under pressure, when initial enthusiasm fades, when the difficult decisions can no longer be deferred.
Our engagements are designed to be present through that friction. We do fewer engagements, go deeper into each, and measure success by what is genuinely different in the organisation — not what is written in the final deliverable.
This requires a specific kind of trust. We build it by being honest, staying curious about the client's reality, and never subordinating our judgment to what a client wants to hear.
The firms that will matter in the next decade are not the ones with the best frameworks. They are the ones whose clients trust them to be in the room when it counts.
Understand the real situation
Before any strategy work, we invest in understanding the political, cultural and relational reality of the organisation — not just the org chart and the stated objectives.
Align leadership, not just strategy
We facilitate the hard conversations that surface real disagreements early — so the strategy has genuine commitment behind it rather than polite consensus.
Design for the organisation you have
Solutions are crafted to the specific capability, culture and constraints of each client — not adapted from a template that worked elsewhere.
Stay through implementation
We are present when resistance emerges, plans meet reality, and leaders need someone who carries the full context of the journey so far.
Build independence, not dependency
Every engagement ends with the organisation more capable than when we arrived. We are not building a client for life — we are building a client that succeeds.
What set Radnor apart was that they were still present eighteen months in, when the transformation was hardest. They understood our organisation as well as we did — and they were honest enough to say what we needed to hear.
Chief Executive Officer Major East African Financial Institution
Organisations navigating
change that cannot fail
Governments & Public Institutions
Ministries, parastatals and regulatory bodies undergoing mandate shifts, leadership transitions or service delivery reform. Clients where external credibility and institutional accountability matter as much as the quality of the strategy.
Financial & Development Organisations
Banks, development finance institutions and insurance groups building new operating models or navigating market transformation. Clients where the stakes of getting it wrong are visible across entire economies.
CEOs in Transformation
Chief Executives leading significant organisational change — restructuring, growth pivots, post-merger integration, succession — who need a senior advisor with no agenda other than the organisation's success.
Organisations across Africa that chose depth over breadth
From Nairobi to Hargeisa — public institutions, financial organisations and growth-stage businesses navigating complex change.
Thinking for leaders
navigating complex change
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