These are our values.
The Foundation of Everything
We Build.
The most important results from a leadership engagement do not appear on any dashboard for several quarters.
Here are the ones that do, and the ones that do not but matter most.
20+
Years of
organizational work
70%
Of engagement variance
tied to leadership (Gallup)
4
Measurable
leadership pillars
2x
TEDx Speaker,
Shereen Thor
These are our values.
The Foundation of
Everything We Build.
The most important results from a leadership engagement do not appear on any dashboard for several quarters.
Here are the ones that do, and the ones that do not but matter most.
20+
Years of
organizational work
70%
Of engagement variance
tied to leadership (Gallup)
4
Measurable
leadership pillars
2x
TEDx Speaker,
Shereen Thor
"The organizations that hire us are not broken. They are ready.
Ready to close
the gap between the culture they describe in the boardroom
and the one
their people experience every day."
"The organizations that hire us are not broken. They are ready. Ready to close
the gap between the culture they describe in the boardroom and the one
their people experience every day."
01
Executive Coaching
From Avoidance to Accountability
Industry: Financial Services
Size: 800 employees
Engagement: 6-month 1:1 coaching
Role: VP, Operations
Courageous Leadership
Accountability
Behavior Change
This leader arrived highly capable, widely respected, and with a documented pattern of avoiding the conversations that mattered most. Performance issues that lingered. Team dynamics that quietly eroded. Decisions that stalled while she waited for information that never came.
The work was grounded in Pillar 01 of the Revolutionary Leader framework: courageous leadership as a practiced behavior, not a personality trait. Over six months, she built the internal capacity to address issues with directness and hold accountability at every level.
2 yrs
Avoided
conversation addressed
in week 8
40%
Reduction in unresolved team issues at 90 days
+18
Point rise in direct report engagement scores
I spent two years managing around a situation I knew I needed to address. What Shereen helped me see is that my avoidance was not kindness. It was a tax I was charging my entire team. The conversation happened in week eight. Everything after that was different.
VP of Operations, Financial Services
01
Executive Coaching
From Avoidance to Accountability
Industry: Financial Services
Size: 800 employees
Engagement: 6-month 1:1 coaching
Role: VP, Operations
Courageous Leadership
Accountability
Behavior Change
This leader arrived highly capable, widely respected, and with a documented pattern of avoiding the conversations that mattered most. Performance issues that lingered. Team dynamics that quietly eroded. Decisions that stalled while she waited for information that never came.
The work was grounded in Pillar 01 of the Revolutionary Leader framework: courageous leadership as a practiced behavior, not a personality trait. Over six months, she built the internal capacity to address issues with directness and hold accountability at every level.
2 yrs
Avoided
conversation addressed in week 8
40%
Reduction in unresolved team issues at 90 days
+18
Point rise in direct report engagement scores
I spent two years managing around a situation I knew I needed to address. What Shereen helped me see is that my avoidance was not kindness. It was a tax I was charging my entire team. The conversation happened in week eight. Everything after that was different.
VP of Operations, Financial Services
02
Team Training
Closing the
Culture Gap
Industry: Healthcare Technology
Size: 1,200 employees
Engagement: Cohort training, 90 days
Stakeholder: CHRO
Team Training
Authentic Leadership
Culture Gap
This organization had the right values on the wall, a new intranet, and a quarterly town hall with strong attendance. What they did not have was a leadership culture that matched what they were describing to new hires and to themselves.
The gap between the stated culture and the lived one was not a communications failure. It was a behavior gap. We designed a 90-day cohort engagement for 42 managers across three business units, grounded in Pillar 03 of the framework: Authentic Leadership.
42
Managers trained across 3 business units
+22
Point rise in
culture alignment scores
3x
Increase in voluntary upward feedback submitted
We had tried everything else first. Nothing moved the needle until we did the actual work on leadership behavior. Three months later our managers were leading differently and their teams were noticing.
Chief Human Resources Officer, Healthcare Technology
This organization had the right values on the wall, a new intranet, and a quarterly town hall with strong attendance. What they did not have was a leadership culture that matched what they were describing to new hires and to themselves.
The gap between the stated culture and the lived one was not a communications failure. It was a behavior gap. We designed a 90-day cohort engagement for 42 managers across three business units, grounded in Pillar 03 of the framework: Authentic Leadership.
42
Managers trained across 3 business units
+22
Point rise in
culture alignment scores
3x
Increase in voluntary upward feedback submitted
We had tried everything else first. Nothing moved the needle until we did the actual work on leadership behavior. Three months later our managers were leading differently and their teams were noticing.
Chief Human Resources Officer, Healthcare Technology
02
Team Training
Closing the
Culture Gap
Industry: Healthcare Technology
Size: 1,200 employees
Engagement: Cohort training, 90 days
Stakeholder: CHRO
Team Training
Authentic Leadership
Culture Gap
03
Executive Coaching
The High Performer
Who Was Quietly Leaving
Industry: Professional Services
Size: 400 employees
Engagement: 6-month 1:1 coaching
Role: Director of L&D
Engagement and Meaning
Retention
Re-engagement
The CHRO flagged this leader as a flight risk six months before any formal attrition conversation happened. She was performing well by every observable metric. She was also disengaged in a way that was becoming visible to her team, and she had started taking recruiter calls.
The work was grounded in Pillar 04: Engagement and Meaning at the individual level. Compensation sustains presence. Purpose generates commitment. This leader needed a reconnection to why the work mattered and what kind of leader she
actually wanted to be.
100%
Retained. Still with the organization 18 months later.
+31
Point rise in her direct reports' engagement scores
0
Recruiter calls
taken after month three
I did not realize how much I had stopped caring until Shereen helped me see what caring had felt like. We did not talk about my job. We talked about who I was as a leader and what I wanted that to mean. That conversation changed everything.
Director of Learning and Development, Professional Services
03
Executive Coaching
The High Performer
Who Was Quietly Leaving
Industry: Professional Services
Size: 400 employees
Engagement: 6-month 1:1 coaching
Role: Director of L&D
Engagement and Meaning
Retention
Re-engagement
The CHRO flagged this leader as a flight risk six months before any formal attrition conversation happened. She was performing well by every observable metric. She was also disengaged in a way that was becoming visible to her team, and she had started taking recruiter calls.
The work was grounded in Pillar 04: Engagement and Meaning at the individual level. Compensation sustains presence. Purpose generates commitment. This leader needed a reconnection to why the work mattered and what kind of leader she
actually wanted to be.
100%
Retained. Still with the organization 18 months later.
+31
Point rise in her direct reports' engagement scores
0
Recruiter calls
taken after month three
I did not realize how much I had stopped caring until Shereen helped me see what caring had felt like. We did not talk about my job. We talked about who I was as a leader and what I wanted that to mean. That conversation changed everything.
Director of Learning and Development, Professional Services
━━ What Leaders Say
The people who have
DONE THIS WORK.
Shereen has a rare gift for getting to the truth of what is happening in a leadership team without making people defensive. After our engagement, our leaders were having conversations they had been avoiding for years.
Jennifer M.
Chief People Officer
I have worked with a lot of leadership coaches. Shereen is different. She combines humor and honesty in a way that disarms people and opens real dialogue. Our engagement scores moved 18 points in one quarter.
R. Patterson
VP of Human Resources
What we got was not a workshop. It was a cultural shift. Three months later our managers were leading differently and their teams were noticing. The Courageous Culture work is the real deal.
A. Lewis
Director, Learning and Development
We had the honor of having Shereen present for our colleague resource group. I have never seen such an engaged group that hung on every one of her points. I cannot recommend her enough.
John Yacoub, Pharm.D
Licensed District Leader, CVS Health
Shereen is the real deal. She holds space for you at your lowest moments while shining a light as you architect a path forward. Non-judgmental, super compassionate, laser sharp insights, and genuinely funny.
Lisa Steadman
CVS Health MENA CRG National Chair
Shereen is a force. She listens, challenges, and coaches to your individual needs. She brings both her unique experience and thoughtful insights based on her own research and education.
John G.
Head of Finance, GrowthDay
━━ What Leaders Say
The people who have
DONE THIS WORK.
Shereen has a rare gift for getting to the truth of what is happening in a leadership team without making people defensive. After our engagement, our leaders were having conversations they had been avoiding for years.
Jennifer M.
Chief People Officer
I have worked with a lot of leadership coaches. Shereen is different. She combines humor and honesty in a way that disarms people and opens real dialogue. Our engagement scores moved 18 points in one quarter.
R. Patterson
VP of Human Resources
What we got was not a workshop. It was a cultural shift. Three months later our managers were leading differently and their teams were noticing. The Courageous Culture work is the real deal.
A. Lewis
Director, Learning and Development
We had the honor of having Shereen present for our colleague resource group. I have never seen such an engaged group that hung on every one of her points. I cannot recommend her enough.
John Yacoub, Pharm.D
Licensed District Leader, CVS Health
Shereen is the real deal. She holds space for you at your lowest moments while shining a light as you architect a path forward. Non-judgmental, super compassionate, laser sharp insights, and genuinely funny.
Lisa Steadman
CVS Health MENA CRG National Chair