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.
What it is
Most transformations fail not because of bad ideas, but because of broken handoffs. Strategy teams design, operations implements, and no one owns the messy middle where change actually happens.
We do partnership differently. From first diagnosis to last mile of embedding, we stay shoulder-to-shoulder with your team. We don't just recommend a new operating model — we help you build it, staff it, measure it, and live it. We don't leave until the change outlasts our involvement.
This means working across every layer of your organization: clarifying strategy with the board, redesigning roles and workflows in the middle, and building new capabilities on the front line. We hand over skills, not just slides. And we stay long enough that "new way of working" becomes just "the way we work."
Whether you are facing digital disruption, post-merger integration, or a fundamental shift in your business model, we provide the hands, structure, and staying power to get you all the way there.
Who it's for
- CEOs leading major transformation
- CHROs embedding new ways of working
- COOs restructuring operations
- Board chairs overseeing strategic change
- Private equity partners post-acquisition
- Chief Transformation Officers needing execution partners
How it works
Diagnose & Align
4–6 weeks of listening, data gathering, and leadership alignment to define the real problem and shared ambition.
Design the Arc
We co-create the transformation roadmap, operating model, and sequenced initiatives with clear milestones.
Activate & Mobilise
We stand up transformation governance, engage stakeholders, and launch early wins to build momentum.
Implement with Hand-holding
We embed alongside your teams, redesigning roles, coaching leaders, and removing blockers in real time.
Embed & Exit
We transfer ownership, build internal capability, and step back only when the change is self-sustaining.
What's included
- Diagnosis to roadmap
- Strategy design & executive alignment
- Change management & stakeholder engagement
- Operating model & structure redesign
- Workforce planning & performance frameworks
- Capability building that lasts
Example engagement
Global manufacturing firm — from functional silos to integrated operations
A $2B industrial manufacturer was struggling with slow decision-making and finger-pointing between regions and functions. We partnered over 18 months to redesign their operating model, align executive incentives, and train 200+ managers in new ways of working. We stayed through three quarters of implementation until the new rhythms were second nature.
“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.”
Why Radnor for Executive Advisory
Most advisory relationships are transactional — a monthly retainer for a set number of hours, with little continuity or real accountability. Radnor's model is different. We take on a small number of retained clients at any time, which means we can afford to be deeply present, to carry your organisation's full context, and to prioritise your success over utilisation targets.
We do not have junior consultants parachuted into your most sensitive conversations. Every engagement is led by Radnor's principals, each with 20+ years of experience in strategy, governance, and institutional transformation. You get judgment, not just analysis. And because we are independent — not tied to a global firm's methodology or cross-selling targets — our advice is always what we genuinely believe, not what the firm needs to sell next.
Is this the kind of partnership you need?
We work with a small number of organisations at any time — by design. If you need a senior advisor who will be honest and stay present, we would like to hear from you.
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