Every organisation is facing something. Sometimes you can pinpoint the root of the problem. Often you cannot. Either way it lands in the same two places: the people you lose, and the impact of the situation on your bottom line.
We are Britain's leading workplace repair experts. We are called in after an investigation, an inquiry, or a tribunal, when the findings have landed and the people who were named still have to work together to put things right.
Boards do not fail because their directors lack integrity. They fail because the room provides inadequate space for your unease to find out whether it is shared by anyone else."
The report was delivered. The problem did not go away.
Everyone accepted the recommendations. Months on, the ones that would change things have stalled. The people who gave evidence have gone quiet. Nobody will say out loud what everybody knows. The people who were part of the process cannot repair what it left behind, so the damage sits there and compounds.
None of this fits the business as usual playbook. Your existing advisers have done their part, and it still needs resolving.
We are called in after the process ends, to repair what it left behind and give you the evidence it is done. Repair is not putting things back. Done well, it leaves you in better shape than you were before.
What we do
We deal with the elephant, or the elephants, in the room. We resolve the fallout, get the recommendations implemented, and hand you the evidence that it has been done.
The work is delivered in blocks of pre-booked days, not an open-ended consultancy programme. We arrive after your formal process has ended working alongside the advisers already in the room.
You might recognise one of these
An inquiry or independent review has reported, and delivering the recommendations has fallen to the people the review was about. Nobody has been given the job.
An internal investigation has concluded. The person who complained, the person complained about, and everyone who gave evidence are still in the same meetings.
A tribunal or grievance has closed, and the team it happened in has not recovered.
A senior person has left, and the problem was assumed to leave with them. It did not.
Middle management say the leadership is toxic. There is no report, and nothing to point at.
A chair or chief executive has a conversation to have that their existing advisers, precisely because of their duties to the company, are not placed to host.
If one of those is close to home, you are in the right place.
"A board does not fall apart in one fell swoop. Small rebellions chip away at the commitments made until there is little left to salvage."
We ask you not to take repair on trust
We measure the position before we start, and again at the end, using our own assessment instrument: the Organisational Repair Index®️, applied at board level as Board ORI®️. What changed is shown through data.
Who we are for
We work for the people left holding the aftermath: chairs, chief executives, senior independent directors, trustees, company secretaries, and registrars.
Across large employers, listed and private, where an investigation, a tribunal, or a contentious departure has ended and the workplace has not recovered. Across public bodies, regulators, and statutory organisations working through the recommendations of an inquiry or review. And across charities, professional bodies, membership organisations, and national governing bodies, where an inquiry, a safeguarding review, or a contested departure has left the board and the executive unable to work together.
We also work alongside the advisers already in the room, employment teams, public law and regulatory teams, and communications and public affairs consultancies, as the repair partner they can hand over to.
Who is behind it?
Led by Leah Brown FRSA, a practising corporate lawyer, accredited mediator, and trauma-informed restorative practitioner, with a panel of ten practitioners drawn from law, HR, organisational design, psychology, communications, and board governance. We have a track record across governing bodies, professional and membership bodies, unions, charities, trusts, and corporates.
We do not name the institutions we work with, in pitches, on this website, or anywhere else, and we only use case studies with express permission. The chairs and chief executives who call us do so because what they say goes no further, and that holds after the engagement ends as firmly as during it.
What we do publish is our thinking. Every Friday, in The Fixer, we examine what happens when organisations under pressure treat internal damage after a disruptive event as something insignificant that will right itself. Each edition includes an essay and a watchlist. Sometimes uncomfortable, always useful.
Read by 6,500+ chairs, chief executives, non-executives, lawyers, communications leaders, and charity leaders.
