Startups to Large Enterprises
From fast starts to sustained growth & enterprise-wide transformation
Glass Ceilings
Different operating scales. Same capability gaps.
Role: Move fast, break ground, and carve out new opportunities with limited resources and high agility.
Challenge: Growth plateaus arrive quickly when the founder’s creativity and hustle can’t scale into systems, strategy, and structure.
Symptoms: The same people wear too many hats, priorities shift daily, and decisions bottleneck at the founder. Progress feels busy but not sustainable, and early energy stalls.
Role: Build repeatable systems, scale teams, and turn early success into structured, sustainable growth.
Challenge: Leaders outgrow firefighting but struggle to embed processes, delegate effectively, and align people with strategy as the business scales.
Symptoms: Over-engineering or under-planning creates inefficiencies. Teams lose clarity, silos form, and growth slows. Founders and managers get stuck in the weeds.
Role: Mobilise vast resources, manage complexity, and deliver transformation across large, established organisations.
Challenge: Despite talent, capital, and scale, change initiatives stall due to bureaucracy, siloed priorities, and resistance to unlearning old ways.
Symptoms: Transformation programs launch with fanfare but fizzle out. Layers of approval slow execution, leaders operate in silos, & employees disengage. Promised results rarely materialise.
If this sounds familiar, let’s explore how to break through. Work with me.
I've worked with Kenny on an individual basis, as well as bringing him into my senior team to help overcome some challenges around change. The results have been excellent. If you need some help with change, growth or start-up, I can't recommend enough speaking to Kenny.
Nick Cohen - CEO or PCR (Acquired by Aro)
Organisational Blindspots
Top 5 underdeveloped organisational capabilities.
Every organisation carries the same core weaknesses. Startups stall growth, SMEs lose momentum, and large enterprises derail transformation attempts. The underlying capability issues, regardless of scale, are exactly the same:
StartupsFounder keeps strategy in their head; decisions are reactive rather than planned.
Influence depends on founder charisma; little formal authority or structure.
Messages change frequently; teams rely on assumptions and informal updates.
Feedback avoided; under performance tolerated in the rush to move fast.
Personal disputes flare up; no process for resolving disagreements.
SMEsStrategy exists but isn’t embedded; teams struggle to connect goals to daily actions.
Middle managers lack credibility to influence across departments; silos grow.
Communication becomes long-winded; priorities diluted across functions.
Feedback inconsistent; accountability uneven; leaders hesitate to address issues.
Departmental tensions escalate; conflict turns political and drains energy.
Large EnterprisesStrategy buried in documents; bureaucracy and silos block execution and adaptation.
Senior leaders struggle to cut through politics; decisions stall without consensus.
Overloaded messaging; vision lost in jargon; frontline disconnected from leadership.
Organisational politics dominate; challenge suppressed; innovation blocked by fear.
DeficitStrategic Thinking
Credible Influence
Succinct Communication
Formal reviews replace real dialogue; underperformance embedded at scale.
Meaningful Feedback
Navigating Conflict
These are common blindspots, not an exhaustive list. Every organisation has its nuances, but these five life-skills are universal. If you recognise yourself in any of these, this is your starting point. The next step is becoming mission ready. Work with me.
“Kenny helps people identify issues that are holding them back. The results experienced for myself and for members of my team are exceptional, both in terms of individual and team performance, and through them, the impact on the wider team.”
Hilary Spence - Finance Director, Premier Foods
Mission Readiness
Agile starts. Sustainable growth. Lasting transformation.
Principle: Build a strategy that empowers decision-making.
Challenge: At all scales, strategy exists but lacks depth. In startups it lives in the founder’s head, in SMEs it struggles to embed, and in enterprises it drowns in bureaucracy. Without a shared framework, decision-making falters.
Solution: Create strategic clarity and cascade it across the organisation. Startups formalise their vision, SMEs align strategy with scaling teams, and enterprises cut through complexity to enable decisive action at every level.
Principle: Build a culture that epitomises the pursuit of excellence.
Challenge: Culture drifts as organisations grow. Startups rely on founder energy, SMEs face silos and uneven accountability, and enterprises risk disengagement and politics. Without intentional culture, excellence erodes.
Solution: Embed values and behaviours that reinforce excellence. Startups codify their ethos early, SMEs institutionalise feedback and accountability, and enterprises foster credibility and challenge to keep talent engaged.
Principle: Build operational structures that enable swift execution.
Challenge: Execution lags when processes don’t keep pace with scale. Startups are agile but chaotic, SMEs over-engineer or under-plan, and enterprises stall in layers of approval. Speed and impact suffer.
Solution: Design fit-for-scale processes. Startups adopt lightweight systems, SMEs standardise workflows without crushing agility, and enterprises streamline bureaucracy to deliver transformation with urgency.
I work exclusively with highly motivated individuals and teams aware they’ve hit a glass ceiling and unable to move forward.
“Great to work with Kenny. He helped me and my team to successfully manage a difficult transition involving a large number of employees whilst minimising staff losses. It was a pleasure to work with someone who is clearly an expert in his field.”
Jason Smith - Head of Risk, Heineken UK
Stay ahead of the curve
Startups to Large Enterprises
From fast starts to sustained growth & enterprise-wide transformation.
Glass Ceilings
Different operating scales. Same capability gaps.
-
The Disruptor
Role: Move fast, break ground, and carve out new opportunities with limited resources and high agility.
Challenge: Growth plateaus arrive quickly when the founder’s creativity and hustle can’t scale into systems, strategy, and structure.
Symptoms: The same people wear too many hats, priorities shift daily, and decisions bottleneck at the founder. Progress feels busy but not sustainable, and early energy stalls.
-
The Scaler
Role: Build repeatable systems, scale teams, and turn early success into structured, sustainable growth.
Challenge: Leaders outgrow firefighting but struggle to embed processes, delegate effectively, and align people with strategy as the business scales.
Symptoms: Over-engineering or under-planning creates inefficiencies. Teams lose clarity, silos form, and growth slows. Founders and managers get stuck in the weeds.
-
The Titan
Role: Mobilise vast resources, manage complexity, and deliver transformation across large, established organisations.
Challenge: Despite talent, capital, and scale, change initiatives stall due to bureaucracy, siloed priorities, and resistance to unlearning old ways.
Symptoms: Transformation programs launch with fanfare but fizzle out. Layers of approval slow execution, leaders operate in silos, & employees disengage. Promised results rarely materialise.
If these sound familiar, let’s explore. Work with me.
I've worked with Kenny on an individual basis, as well as bringing him into my senior team to help overcome some challenges around change. The results have been excellent. If you need some help with change, growth or start-up, I can't recommend enough speaking to Kenny.
Nick Cohen - CEO or PCR
(Acquired by Aro)
Organisational Blindspots
Top 5 underdeveloped organisational capabilities.
Every organisation carries the same core weaknesses. Startups stall growth, SMEs lose momentum, and large enterprises derail transformation attempts. The underlying capability issues, regardless of scale, are exactly the same:
-
Skill Deficit:
Strategic Thinking: Founder keeps strategy in their head; decisions are reactive rather than planned.
Credible Influence: Influence depends on founder charisma; little formal authority or structure.
Succinct Communication: Messages change frequently; teams rely on assumptions and informal updates.
Meaningful Feedback. Feedback avoided; under performance tolerated in the rush to move fast.
Navigating Conflict: Personal disputes flare up; no process for resolving disagreements.
-
Skill Deficit:
Strategic Thinking: Strategy exists but isn’t embedded; teams struggle to connect goals to daily actions.
Credible Influence: Middle managers lack credibility to influence across departments; silos grow.
Succinct Communication: Communication becomes long-winded; priorities diluted across functions.
Meaningful Feedback: Feedback inconsistent; accountability uneven; leaders hesitate to address issues.
Navigating Conflict: Departmental tensions escalate; conflict turns political and drains energy..
-
Skill Deficit:
Think Strategically: Strategy buried in documents; bureaucracy and silos block execution and adaptation.
Influence Credibly: Senior leaders struggle to cut through politics; decisions stall without consensus.
Communicate Succinctly: Overloaded messaging; vision lost in jargon; frontline disconnected from leadership.
Feedback Meaningfully: Formal reviews replace real dialogue; underperformance embedded at scale.
Navigating Conflict: Organisational politics dominate; challenge suppressed; innovation blocked by fear.
These are common blindspots, not exhaustive lists. Every organisation has its nuances, but these five life skills are universal. If you recognise yourself here, this is your starting point. The next step is becoming mission ready. Work with me.
“Kenny helps people identify issues that are holding them back. The results experienced for myself and for members of my team are exceptional, both in terms of individual and team performance, and through them, the impact on the wider team.”
Hilary Spence - Finance Director, Premier Foods
Mission Readiness
Agile starts. Sustainable growth. Lasting transformation.
-
Principle: Build a strategy that empowers decision-making.
Challenge: At all scales, strategy exists but lacks depth. In startups it lives in the founder’s head, in SMEs it struggles to embed, and in enterprises it drowns in bureaucracy. Without a shared framework, decision-making falters.
Solution: Create strategic clarity and cascade it across the organisation. Startups formalise their vision, SMEs align strategy with scaling teams, and enterprises cut through complexity to enable decisive action at every level.
-
Principle: Build a culture that epitomises the pursuit of excellence.
Challenge: Culture drifts as organisations grow. Startups rely on founder energy, SMEs face silos and uneven accountability, and enterprises risk disengagement and politics. Without intentional culture, excellence erodes.
Solution: Embed values and behaviours that reinforce excellence. Startups codify their ethos early, SMEs institutionalise feedback and accountability, and enterprises foster credibility and challenge to keep talent engaged.
-
Principle: Build operational structures that enable swift execution.
Challenge: Execution lags when processes don’t keep pace with scale. Startups are agile but chaotic, SMEs over-engineer or under-plan, and enterprises stall in layers of approval. Speed and impact suffer.
Solution: Design fit-for-scale processes. Startups adopt lightweight systems, SMEs standardise workflows without crushing agility, and enterprises streamline bureaucracy to deliver transformation with urgency.
I work exclusively with highly motivated individuals and teams aware they’ve hit a glass ceiling and unable to move forward.
“Great to work with Kenny. He helped me and my team to successfully manage a difficult transition involving a large number of employees whilst minimising staff losses. It was a pleasure to work with someone who is clearly an expert in his field.”
Jason Smith - Head of Risk, Heineken UK