The Challenge

 

Before this program, the CEO described his own sense of purpose and alignment as fractured — present, but disconnected. At the organizational level, the sales department was losing as much as 40% of its people, the company was still actively posting job ads to backfill departures, and performance conversations carried an element of surprise rather than clarity. Like many CEOs, he was skeptical going in — in his own words, it initially “felt very woo-woo.”

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The Approach

 

The engagement combined executive coaching with a leadership development program rolled out across the management team, built on consistency and repetition rather than a single training event. The defining feature wasn't one big intervention — it was alignment across every touchpoint:

“There is not one magic lever that improves culture and development of employees. It's everything. Every interaction, meeting, coaching session, and conversation. They all have to align.”

The rollout itself was collaborative, not prescriptive — built with the CEO, not handed to him.

“David had the uncanny ability to take my shortsightedness and turn it into a project that bore a much more robust result.”

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The Results

 

Personal and executive-team growth:

• The CEO described a renewed curiosity for purpose and alignment, moving from fractured to consistent.

• The executive team developed a more focused sense of ownership over the business and its vision.

• The organization shifted from debating who was right to debating what was right — creating a non-retaliatory space where people could challenge ideas, not each other.

 

Organizational impact:

• Sales department turnover dropped from as high as 40% to under 5%.

• The company stopped posting job ads for sales roles entirely — 100% of new hires now come through referrals.

• Retention improved across all departments, not just sales.

• Performance metrics and expectations (KPIs and MPEs) became transparent enough that when someone was let go for performance, it was never a surprise to them.

“It didn't improve the culture of the company; it created it.”

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The Bottom Line

 

“You don't know what you don't know, until you do. David is worthy of being a leader that can influence all levels of employees within an organization, regardless of tenure, knowledge of the business, or passion that an employee has. He elevated the staff, the managers, the executives, and myself. At first I didn't think it would work, wasn't worth the effort, and it felt very woo-woo; I was dead wrong.”

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Brian Durocher — CEO, Motr Enterprises, 30-year leader and CEO of multiple companies