Argyll culture & strategy leadership off-site faciliation

Client: Argyll

Project: Culture & Strategy Leadership Off-site | September 2025

What they needed: A reset for the senior leadership team following re-investment: to define the culture Argyll needs for the future and to translate ambitious strategy into clear, actionable plans.

What we delivered: A two-day offsite to redefine culture: purpose, values, behaviours, and leadership role-modelling; and strategy - translating priorities into OKRs using an outside-in and future-back perspective.

Result: Leadership alignment on culture and strategy with OKRs clear action plan to implement and a narrative to communicate to employees, investors and other stakeholders.

Argyll - Leadership Off-site, City of London

The Context

Argyll provides some of London’s most prestigious office spaces, curating premium work environments for small, high-powered teams. Following re-investment, changes to the leadership team and with ambitious growth plans, the business reached a pivotal moment.

Purpose and values had recently been refreshed but weren’t well understood or embedded. Leaders need to intentionally design the culture and how to communicate that shift. Strategic Priorities had been set, but leaders needed to align behind the 5-year ambition and develop Objectives and Key Results (OKRs) alongside and an action plan.

Objectives

• Reconnect as a senior team and strengthen trust, collaboration, and accountability.

• Align on Argyll’s purpose, vision, and values and create a behavioural framework to lift values off the page and into everyday actions.

• Explore and agree how leaders role-model the values and behaviours, including communications, decision-making, feedback and psychological safety.

• Translate the Five-Year Plan into clear priorities, actions, and measures of success.

• Plan how to communicate and embed both across the business.

Discovery & Design:

We began by gaining a deep understanding of the business, where it is now, its ambitions and challenges. We conducted one-to-one interviews with leaders, analysis of employee engagement feedback, and alignment meetings with the COO and People Director.

Key design principles:

• Systemic Team Coaching: using outside-in, future-back perspectives to frame strategy.

• Action-focused: every discussion needed to result in tangible outputs, not just talk.

• Interactive and engaging: a blend of reflection, discussion, and group exercises to keep energy high.

Slides and facilitation tools were designed to provide variety and focus

Argyll - Leadership Team Away Day

Delivery:

10 leaders gathered in the City of London for 2 days.

Day 1 focused on creating the culture Argyll needs for the future.

• Purpose & Values: Leaders reconnected to Argyll’s purpose and revisited its four core values. They affirmed the values were right but needed to be lived more consistently.

• Behaviours: Through group exercises, the team defined observable behaviours - the actions that bring values to life. This became the foundation of a behavioural framework to embed in recruitment, performance management, and recognition.

• Rituals & routines: The group co-designed cultural rituals, routines and ceremonies, the small, consistent ways they work together, communicate, and celebrate.

• Leadership role-modelling - reflecting and defining how they show up as leaders to create the culture they want to see.

• Cultural narrative: The day closed with the team drafting a unifying story to communicate the cultural shift across the organisation.

Day 2 shifted to strategy, applying systemic team coaching techniques.

• Stakeholders & horizon scan: Using outside-in and future-back perspectives, the team mapped stakeholder needs (clients, investors, employees, communities) and horizon risks (AI, ESG, working patterns, economic change).

• Strategic pillars: They identified four pillars that would guide decisions and actions for the next five years.

• OKRs: For each pillar, the team created Objectives and Key Results, with clear accountability and milestones.

• Roadmap: Actions were staged into a plan, ensuring both short-term wins and long-term transformation.

• Strategic narrative: Crafting a compelling story to translate the strategy from bullet points to something that would connect with the hearts and minds of employees, investors and other stakeholders.

Outcomes & Achievements

• A shared strategic narrative — a story of cultural and strategic ambition.

• A behavioural framework linking values to specific, observable actions.

• Cultural rituals and routines for meetings, recognition, and communication.

• A set of OKRs across four pillars (People, Place, Processes, Product), with leads, collaborators, milestones, and timeframes.

• A staged roadmap and action plan

• Renewed alignment and engagement across the leadership team.

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Planning a leadership event or off-site

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Ehlers-Danlos Society culture, values & behaviours workshop

Client: The Ehlers-Danlos Society

Project: Senior Leadership Culture Workshop | August 2025

What they needed: Align senior leaders around organisational values, strengthen trust, and deepen understanding of culture as a leadership responsibility.

What we delivered: A half-day, in-person workshop combining practical insight, models, and interactive reflection on culture, trust, and collaboration.

Result: Leaders clarified values and aligned behind their meaning, co-created a practical framework of behaviours, built a plan to embed and communicate them, and committed to lead culture from the top.

“It was a great culture workshop and it’s given us a strong place to start and some meaningful actions to put in place. We really enjoyed the interactive elements, and it was valuable to hear such diverse perspectives around the room. ”

The Context

The Ehlers-Danlos Society (EDS) is a global charity dedicated to advancing research, care, and education for those living with Ehlers-Danlos syndromes and hypermobility spectrum disorders. The leadership team is dispersed across the UK and the US, all working remotely, including long-serving executives and newly appointed directors.

As the organisation grows, there is a clear need to ensure its values aren’t just words, but how values are brought to life, so the organisation could work more cohesively across regions. Leaders needed to understand their role in shaping culture and building trust.

Employee survey data and feedback highlighted gaps in alignment, differences in how leadership was experienced across levels, and a need for greater psychological safety. The timing was right for a reset: to move from principles to behaviours, and from intention to consistency.

Discovery & Design:

We began with scoping conversations with the COO and People Operations Manager to clarify objectives, review internal values, and reflect on insights from staff surveys and culture analysis. We agreed on three objectives:

1. To improve leaders’ understanding of workplace culture and their role in shaping it.

2. To strengthen psychological safety and trust within the senior team.

3. To enhance alignment with values and cross-functional collaboration

The design focused on creating a psychologically safe, practical, and thought-provoking space. Activities were chosen to balance reflection and co-creation: values-to-behaviours mapping, group dialogue, and designing cultural rituals.

Delivery:

12 leaders from the US and the UK had gathered for a 3-day offsite

The workshop blended short bursts of theory with individual reflection, small group discussion and whole rooom sharing. Leaders explored how culture is shaped by daily behaviours, what builds or breaks trust, and how values show up in practice. They shared examples from their own leadership, mapped where collaboration was working, and where silos held them back, and co-created habits and commitments to strengthen alignment.

We used the Say, Do, Don’t Do Ladder framework and the Stop, Start, Improve model to identify specific changes and improvements. The session was highly interactive, encouraging honest reflection alongside structured learning. Leaders shared diverse perspectives, debated challenges, and left with visible commitments.

The atmosphere was candid and constructive, with space for diverse perspectives.

What They Achieved:

The workshop delivered both individual and team-level outcomes.

• Shared understanding of culture as a leadership responsibility.

• Stronger trust and openness within the senior team.

• Clear, values-aligned expectations for working across functions.

• Greater confidence in leadership roles.

• Alignment and connection as a collective team.

• Heightened awareness of what builds or breaks trust in their context.

• Visible personal and team commitments to values-based leadership.

• Practical habits identified to improve collaboration across functions.

Key insights:

• Culture lives in our daily behaviours.

• Trust is the foundation of effective collaboration.

• Leaders set the tone, especially under pressure.

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The Impact

A co-created framework of leadership behaviours and commitments, now serving as a foundation for accountability and alignment across the senior team.

The leadership team is revisiting the commitments in regular meetings and beginning to embed behaviours into decision-making, meetings, and feedback practices. The Society plans to extend the work to middle managers, ensuring values and behaviours are cascaded consistently across functions and locations.

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Would your leadership team like to transform your culture with powerful values and behaviours?

Get in touch about our Leadership Off-sites and Culture Transformation programmes >

SCP Leadership off-site and team building

Client: SCP Infrastructure

Project: Leadership Off-site and Team Building | September 2025

What they needed: SCP has transitioned from a small independent consultancy into part of the RSK Group. While this has brought new opportunities, it’s also created cultural and structural complexity. The leadership team wanted to:

• Clarify roles and expectations as part of integration.

• Improve quality, performance, and efficiency for the future.

• Strengthen collaboration and consistency across regional offices.

• Reconnect the team and strengthen relationships.

What we delivered: Growth Space designed a two-day off-site, including two strategy and planning workshops to create clarity around future strategy and build a practical shared implementation plan. We also made time for a fun creative team chak an Apprentice-style video challenge, with cross-functional teams managing a fictional budget, creating short films on themes such as Who are SCP? or Why Work With Us?.

Result: The offsite produced clearer understanding of how roles would change, stronger cross-regional connections, and a renewed sense of pride in SCP. Participants left energised, connected, and with practical commitments to take back to their teams.

“We’ve been talking about restructuring for months without implementing anything, Now we are aligned, have clarity on what the changes mean and a practical action plan to make it happen.”

SCP Infrastructure - Leadership Off-site

The Context

SCP is a transport planning and infrastructure consultancy, acquired by RSK in 2022. The shift to a large international group brought access to new markets and growth potential, but also raised challenges, including internal alignment and the transition from small projects to large, multidisciplinary work. The business was looking at clearer definition between project managers and technical lead roles, but decisions needed to be made to align on this and plan how to implement.

The offsite was designed to address these realities: helping people connect across regions, explore evolving roles, and collaborate creatively on a shared output, reinforcing both team spirit and confidence in SCP’s future.

SCP Infrastructure - Team Building

Discovery & Design:

Ahead of the event, Growth Space conducted stakeholder interviews, an employee survey, and planning sessions to identify needs. Themes included:

• A need for clarity between the project manager and technical lead roles.

• Questions about SCP’s integration with RSK.

• Concerns around communication, workload, and collaboration across regions.

• A strong desire for an energising, inclusive event, not a “dry” away day.

The design centred on three core elements:

• Clarity & Connection: A strategic workshop to explore expectations and team needs.

• Collaboration & Communication: An Apprentice-style video challenge where mixed teams produced creative outputs under time pressure.

• Learning & Forward Action: A wrap-up session to reflect, capture insights, and agree on commitments.

This blend ensured serious business issues were addressed while also giving space for creativity, humour, and team bonding.

Video Challenge - Team Building Activity

Delivery:

Held at Argrennan House in Scotland, RSK’s country house, the offsite brought together 25 leaders, project managers, specialists and leaders from the 5 regional offices across the UK.

• Day 1: Arrivals, an outdoor activity, dinner and a pub quiz to ease people into the experience.

• Day 2: A strategy workshop where participants mapped what was changing in SCP, discussed what “quality, performance, and efficiency” look like, and shared commitments to support the transition.

• Day 2: The SCP Video Challenge: teams planned, scripted, and filmed short videos on themes such as “Who are SCP?” and “Why Work With Us?”. Each had a fictional £500 budget to manage, deciding whether to allocate it to props, expert coaching, or additional resources. The challenge ended with a high-energy showcase and awards ceremony.

• Day 3: Reflections and action planning, to ensure that leaders had a clear map for how to implement the changes and how to communicate them to the wider business.

The insights, actions, and commitments captured during the offsite were captured and turned into a Change Management Plan with KPIs, timeframes and clear accountability. SCP leadership has committed to embedding role expectations, improving cross-office collaboration, and following through on agreed priorities

What They Learned

The offsite built both practical skills and mindset shifts. Real skills developed:

• Project planning and time management.

• Budgeting and resource allocation.

• Presenting and storytelling.

• Cross-functional collaboration.

• Decision-making under pressure.

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SCP - Leadership Off-site

The Impact

A plan to implement and communicate significant organisational changes that would lay the foundations for the future.

• Connected to colleagues across functions, regions, and teams.

• Valued, heard, and included, regardless of personality or role.

• Energised, optimistic, and proud of what we do together.

• Inspired by the creativity, humour, and talent in the room.

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Feedback

Feedback showed a strong impact: participants described the event as fun, memorable, energising, and purposeful.

“The design was clever, creative and completely relevant to our work.”

“I now have a really clear idea of the changes to our roles and plans to improve processes and most importantly a plan and timeframe to implement it.”

“I rarely see colleagues from the other regional offices, and this was a chance to work with them and build connections that will last.”

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Would you like to hold a leadership offsite that builds connection, creates memories and results in strategy and action?

Get in touch about our Leadership Off-sites >

Royal College of Podiatry - Team Coaching

Client: Royal College of Podiatry

Project: Team Coaching Programme | Spring 2025

What they needed: To rebuild trust, improve collaboration in a fully remote team. To align behind shared goals and values following some tensions and organisational transformation.


What we delivered: A systemic team coaching programme blending in-person and virtual workshops with practical tools for embedding change.

Result: Stronger connection, increased psychological safety, shared purpose and goals, and greater collective accountability.

“Team Coaching helped us understand each other better, reset how we work together, and start building a stronger team culture.”

Royal College of Podiatry - Team Coaching

The Context

The Royal College of Podiatry is the UK’s professional body for podiatrists, representing members and advancing the profession. The organisation was going through transformation and launching a new five-year strategy under a new Chief Executive.

Growth Space was invited to work with a remote team which had experienced a breakdown in trust, motivation, communication and collaboration. With team members spread across the UK and a mix of long-standing staff and new joiners.

The leadership recognised the need for structured support to reconnect the team, rebuild trust, and create a shared way forward.

Discovery & Design:

We began with a discovery phase to understand the team’s reality. This included:

• A confidential team survey measuring trust, psychological safety, conflict, accountability, and results-focused.

• Personality profiling to surface communication styles, strengths, and preferences.

• Review of organisational strategy, values, and current team priorities.

The findings confirmed the need to rebuild trust, improve constructive challenge, and align the team’s purpose and goals with the wider organisation.

Drawing on Peter Hawkins’ Five Disciplines of Systemic Team Coaching and Patrick Lencioni’s Five Dysfunctions of a Team, we designed a tailored five-part programme over three months, combining one full-day in-person workshop and shorter online sessions. We also introduced practical tools: Personal User Manuals and a Team Charter to make agreements visible and actionable.

Delivery:

The programme followed the Systemic Team Coaching journey:

• Connecting to Purpose and Stakeholders.
We explored why this team exists, who it serves, and the expectations of its stakeholders, linking team purpose to the organisation’s strategic goals.

• Agreeing on Goals, Roles and Focus
. Through facilitated discussion, we identified shared goals and clarified roles to reduce duplication, ambiguity, and silos.

• Strengthening Trust, Behaviours and Team Habits
. The heart of the work: building psychological safety, surfacing tensions, and agreeing on new norms through the Team Charter covering behaviours, communication, meetings, decision-making, and accountability.

• Improving System-Wide Relationships
We explored how the team collaborates with the wider organisation, and identified barriers to influence and connection.

• Embedding Reflection and Growth
We closed with a focus on sustaining progress, creating habits for regular reflection, celebrating wins, and keeping the Team Charter alive.

Alongside Hawkins’ 5 Disciplines of Team Model, Patrick Lencioni’s framework helped us explore positive behaviours and what happens when they’re missing:

• Trust and psychological safety

• Healthy conflict

• Commitment

• Accountability

• Focus on collective results

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The Impact

The team reported a stronger connection, better understanding of each other’s working styles, and greater willingness to give and receive constructive challenge.

• 100% felt more connected to their colleagues than they felt before the programme.

• 100% felt more positive about being part of the team than at the start.

• 70% said they know and understand teammates better, including how they like to work, communicate, and think.

• 100% reported that personal user manuals and personality profiling helped them understand others’ communication and working styles.

Feedback

• People enjoyed the mix of activities, including reflection, discussion, and group work.

• 80% rated the facilitation as highly effective in helping the team reflect and make progress.

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Testimonials

“Getting to know the team better has made such a difference to how we work together. ”

“The personality profiles and user manuals helped me understand how each team member likes to work — it’s already making collaboration easier.”

“I now feel more positive about being part of this team than I did before.”

“We’re now having more open conversations and understand each other’s perspectives.”

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Would you like to help your team work better together?

Get in touch about our Team Coaching Programmes.

Brooks Leney - Coping with Stress and Building Resilience Workshop

Client: Brooks Leney

Project: Coping with Stress & Building Resilience Workshop

What they needed: A practical and engaging session for the whole business, across roles and office locations, to better understand how stress affects individuals and performance, and to equip the team with tools to build personal and collective resilience.

What we delivered: A bespoke 90-minute virtual workshop for the full team, designed around the realities of their work and tailored to the specific pressures they face.

Result: Greater awareness of stress and resilience, with positive feedback and practical takeaways for managing pressure.

“We were extremely pleased with the outcome. It benefited me personally and helped the whole team.”

— Partner, Brooks Leney

The Context

Brooks Leney is a planning and development consultancy with a team spread across three office locations. Their work is complex and often emotionally demanding, involving detailed advisory work, delivering challenging messages to clients, and staying on top of evolving legislation and external pressures.

The partner team recognised that this day-to-day pressure can accumulate and impact wellbeing, morale, and performance. They wanted to give the whole team (not just leaders) space to reflect, reset, and build confidence in how they manage stress.

What we delivered:

We worked directly with one of the Partners to shape the session, exploring not just the general pressures of professional services work, but the specific external factors and internal challenges relevant to Brooks Leney. The 90-minute online session was bespoke, combining short bursts of input with plenty of interaction chat and and built around three goals:

• Raise awareness of how stress affects individuals and business performance

• Equip staff with practical, evidence-based strategies to manage pressure

• Encourage healthy habits and open conversations across teams

We explored:

• What stress looks like in their roles

• How to respond more constructively to pressure

• Small, achievable habits that can support better wellbeing day to day

Workshop elements included:

• An interactive poll to surface real-time experiences of stress

• A stress-mapping exercise to explore individual and team pressure points

• The Circles of Control model to support mindset and focus

• Practical resilience strategies (e.g., prioritisation, reframing, resetting)

• Space for personal reflection and commitments to wellbeing

Results and Reflections

• Participants appreciated the balance of psychological insight with down-to-earth, usable tools.

• Each person left with a clearer understanding of how stress shows up for them and at least one practical action they could take to improve resilience or protect their energy.

• For the team:
The session helped normalise conversations about stress and reinforced the message that wellbeing is a shared priority across roles and offices.

• For the business:
Leadership saw strong engagement, positive feedback, and signs that the session supported both personal development and a healthier workplace culture.

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Testimonials

“We were extremely pleased with the outcome of the Stress and Resilience workshop with Growth Space. It not only benefited me personally but also helped the whole team understand more about the implications of stress on themselves and our business, as well as ways in which to build resilience.

Polly worked with me to understand how our business could potentially be affected by stress and the external factors that influence this, and built the workshop around our needs, making it bespoke to us, rather than an ‘off the shelf’ package.

I would happily recommend Growth Space to any business looking to help their staff and business develop beyond the day job.”

— Will Hosegood, Partner, Brooks Leney

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Baker Hospitality - Leadership Development Programme

Client: Baker Hospitality

Project: Management Development Programme

What they needed: To build confidence and consistency for their management team (front-of-house and chefs) and improve practical management skills.

What we delivered: A three-part programme delivered in person and online, and supported by learning journals for personal reflection and creating a personal development plan.

Result: Managers left with greater confidence, practical tools to lead effectively and consistently in a high pressure hospitality setting.

“It’s forced us to sit down together, come up with solutions and, as a consequence, improve our relationships and communication. It gave us the motivation and inspiration we needed.”

Baker Hospitality Leadership Programme.

The Context

Baker Hospitality operates a small group of thriving inns and taverns known for their warmth, quality and culture.

Some team managers had stepped into leadership roles for the first time and had stepped up to manage their former peers and friends. Others were experienced managers but lacked confidence, had difficulty delegating and giving feedback and found themselves in constant firefighting.

The Directors recognised a need to build confidence and consistency across their management group in three venues. They were aware that a culture of caution and fear of mistakes, rather than trust and psychological safety, had developed.

They were looking for a programme to reset, re-energise, and equip people with the skills and mindset to lead well.

What we delivered:

We began with a detailed brief and background notes on each manager’s development needs to understand their different strengths and challenges.

We designed a three-part programme delivered in-person and online. Workshops included a mix of group reflection (including personality profiling and emotional intelligence questionnaires), small breakouts, live coaching demos, and personal action planning. The programme was supported by a Learning Journal to record reflections, new ideas, and build a personal development plan. The tone was practical and human - no jargon, no rigid theory, just real tools for real people.

• Leading You - a full-day in-person workshop focused on stepping into leadership, setting boundaries, and building accountability. We explored the importance of stepping back from daily firefighting to look at the big picture and solve the root cause of recurring problems. We created real-life scenarios familiar in a hospitality setting, teams discussed different approaches and developed new ideas for setting best practices around daily tasks like team briefings, customer complaints and staff absence.

• Leadership Confidence - explored personality types and emotional intelligence, with reflective breakout discussions and real-world scenarios to help managers build empathy and self-awareness.

• Leading Others - focused on managing your team, using coaching conversations, giving feedback and handling difficult conversations.

What they learned

• The difference between leadership and management

• Their leadership style and how to lead with confidence

• Strategic thinking and problem-solving

• Emotional intelligence and empathy.

Real skills including how to:

• Communicate more clearly and assertively

• Adapt their communication style based on personality types

• Delegate and manage time more effectively

• Set expectations and boundaries

• Listen actively and use coaching conversations

• Give better feedback and have difficult conversations

• Leading team meetings and shift briefings

• Coaching conversations.

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Testimonials

“Polly worked with me from the very beginning to understand how our business works and built the workshop around our needs — making it bespoke to us, rather than an ‘off the shelf’ package. I would happily recommend Polly to any business.”

— Piers Baker, Founder and Managing Director, Baker Hospitality

“It’s helped us to realise all the good bits we’re already doing and where we can share the load. It gave us the motivation and inspiration we needed.”

— Front-of-house Manager

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Want to develop confident and capable managers and leaders?

British Motor Heritage - Strategy & Culture Transformation

Client: British Motor Heritage


Client: British Motor Heritage


Project: Leadership Strategy Workshop & Culture Transformation | Spring 2025

What they needed: Clarity of purpose, aligned strategic priorities, improved culture, and a joined-up approach to brand and marketing communications.


What we delivered: A two-part workshop programme for the Board and wider team, combining strategy development, brand positioning, and culture definition.


Result: A co-created Purpose, Mission, Vision, and Values, refreshed strategic priorities, identified customer segments, and a practical roadmap to drive marketing, leadership and workplace culture forward.

British Motor Heritage

The Context

British Motor Heritage, a business steeped in the craftsmanship and manufacture of parts for classic British cars.

The business needed to review and articulate what it stood for, who its customers were, and how its internal culture supported the brand experience. There was a sense of fragmentation across departments and a desire to clarify direction, modernise communications, and engage employees in shaping the future of the company.

What we delivered:

We began by getting to know the business inside and out before designing and facilitating a Leadership Team Strategy Workshop and a day to involve the wider staff in shaping its culture.

• We created an employee engagement pulse survey to gauge the current mood, culture and engagement.

• We interviewed managers in different departments to understand how people across the business were feeling. Insights revealed pride in the product, but mixed experiences around trust, communication, and visibility of leadership.


• Workshop 1: The Board and Senior Leaders focused on strategic direction — refining Purpose, Mission, and Vision; completing a full SWOT; mapping customer segments and value propositions using the Business Model Canvas; and setting clear strategic priorities.

• Workshop 2: involved about 15 managers and staff in shaping the company’s culture and values, exploring workplace behaviours, and translating strategy into meaningful, team-led action.
Brand and culture were woven through every conversation, not treated as bolt-ons, but core business assets.

The Output and Results:

• A co-created Purpose, Mission, and Vision

• A defined set of core values and supporting behaviours

• Clear strategic priorities and a sequenced roadmap for the next 12–24 months

• Customer segments and personas mapped using the Business Model Canvas

• Draft marketing strategy, communications plan, and brand messaging themes

• A team-defined Culture Canvas with agreed actions on meetings, feedback, rituals, and leadership visibility

• Department-level SMART goals aligned to the wider business strategy

  Outputs are now being used to guide strategic decisions, leadership communication, and the next phase of brand development.

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Do you need space to refresh your strategy or culture?

We can help you to align your strategy with your customers and stakeholders and create a culture that supports your brand?

P-Three - Executive Coaching and Strategy Off-site

Client: P-Three

Project: Executive & Leadership Team Coaching, Strategy & Culture Workshops

What they needed: Clarity on strategic direction, culture and brand, and greater awareness of preferred leadership styles.

What we delivered: A structured programme combining executive coaching for directors, team coaching to agree shared ways of working and priorities, and facilitated workshops to shape business strategy, culture, and brand direction.

Key result: A more connected, aligned leadership team with a clear strategy, a strong sense of shared purpose, and practical ways of working together to deliver it.

“Thank you so much for your time, thoughtfulness and energy. We feel that we are on the verge of something great and you will help us to make sure it becomes a reality.
”

The Context

P‑Three is a London-based advisory and leasing consultancy specialising in creating vibrant, experience‑led destinations for developers, landlords, and brands. Their work blends commercial strategy, placemaking expertise, and knowledge of retail, leisure, and mixed‑use destinations.

As their client portfolio expanded and projects grew in complexity, the leadership team recognised they needed:

• Greater strategic clarity for the next phase of growth.

• Stronger alignment in how the leadership team worked together.

• A clear cultural and brand foundation to guide decisions and maintain their unique positioning in a competitive market.

What we delivered:

• We began with an Executive Coaching programme for each director, giving them space to reflect on their personal leadership style, pressure points, and aspirations for the business. T

• Leadership Team Coaching created an open and honest space to explore their personal aspirations and working styles, air tensions and agree how to work together better.

• A Culture & Brand Workshop explored and refined P‑Three’s purpose, values, and brand story and connect it with their customers and stakeholders.

• A Strategy Workshop mapped market opportunities and organisational strengths. We used tools like SWOT analysis and Business Model Canvas to prioritise business goals and define next‑step actions.

The Results

• Directors felt they had improved self-awareness, confidence and strategic focus.

• A leadership team aligned on priorities, definition of their roles and committed to shared ways of working

• A clear articulation of P‑Three’s purpose, values, and brand positioning.

• A strategic roadmap for growth grounded in market insight and organisational strengths.

• Stronger collaboration and a reinforced culture to support scaling.

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Would Coaching or Facilitation help your Leadership Team?

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Grace & Green - Strategy Off-Site

Client: Grace & Green

Project type: Strategy and Action Planning workshops | Autumn 2024


What they needed: As part of an investment round and an ambitious next phase of growth, Grace & Green had set bold new strategic priorities. They needed to bring these to life for the whole team - building understanding, ownership, and accountability.

What we delivered: A two-part workshop series blending strategic clarity, creative problem-solving, and practical action planning to connect the team with the vision and translate KPIs into concrete team goals.

Key result: Clear ownership for every KPI, defined SMART goals, and a stronger sense of collaboration and accountability across the organisation.

“As part of our investment round and the next phase of our growth, we had set bold new strategic priorities. Growth Space designed a workshop that brought those priorities to life for the whole team, sparking creative and innovative thinking, improving collaboration and accountability. The session left us inspired, motivated, and committed to moving forward together.”

— Fran Lucroft, Founder, Grace & Green

The Context

Grace & Green is a purpose-led, Bristol-based business producing exceptional, sustainable period and hygiene products. Ranked among the highest-scoring B Corps globally, they are driven by a mission to make safe, sustainable products a basic right.

The leadership team had mapped out bold strategic priorities as part of their current fundraising round which included expanding their Period Dignity scheme, innovating in product development, protecting and commercialising IP, scaling internationally, and enhancing sustainability. The challenge was to ensure the whole team understood, believed in, and took ownership of these goals so that ambition translated into action.

Grace & Green Strategy Off-site

What we delivered:

Two full-day workshops for the whole team, which included:

• Aligning personal and team commitments with Grace & Green’s values.

• Revisiting purpose, mission, vision, and values to create a shared sense of purpose.

• Exploring how values show up in daily work and identifying behaviours critical for success.

• Unpacking strategic priorities for 2025.

• Creating KPIs into SMART goals in cross-functional teams.

• Using process mapping to identify bottlenecks, inefficiencies, and improvement opportunities.

• Defining clear ownership for each KPI, ensuring every team knew its role.

• Checking progress, shared early wins and challenges.

• Refining goals and reinforcing accountability.

The Output and Results:

• Clear ownership of each KPI, with team leads and contributors identified.

• SMART goals and action plans for every KPI.

• Practical process improvements identified to remove inefficiencies.

• Increased collaboration between departments.

• Stronger accountability culture through regular progress reviews and shared commitments.

• A more motivated, inspired team aligned on delivering Grace & Green’s 2025 priorities.

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Do you need support to refine and embed strategy & culture?

If your business is entering a new phase of growth and needs your team to think bigger, act with more ownership, and work together towards ambitious goals, we can help. Get in touch to talk about designing a workshop or programme that turns your strategic priorities into real, measurable action.

tes - Leadership Coaching

Client: tes

Project: Leadership Coaching for mid-level and senior managers

What they needed: Provide dedicated space for reflection, confidence-building and people leadership support, tailored to the real challenges of managing in a global organisation.

What we delivered: A Coaching programme that help managers lead with more clarity, confidence and connection.

Key result: Managers report stronger confidence, clearer priorities, better working relationships, and more effective conversations with their teams and peers.

“Working with Polly has been genuinely transformative.

She helped me find my voice, be more confident, composed, and assertive. I no longer stay silent or get pushed aside; I speak with intention and presence.

Through our sessions, I’ve sharpened my leadership skills in ways I didn’t expect. I now give timely, objective feedback, delegate with confidence, and empower others to step up. That shift alone has been a game-changer for my team.

Polly also helped me clarify my core values which now guide how I lead.

Most of all, I feel equipped. I have a leadership toolkit I can reach for anytime I need it, and that sense of preparedness is incredibly empowering.

I’m deeply grateful for Polly’s insight, patience, and the practical support she’s given me. I hope our paths cross again.””

— Senior Manager - TES

The Context

tes is a global EdTech company supporting educators worldwide through a suite of digital tools and platforms. It provides schools and teachers with everything from recruitment and safeguarding systems to timetabling software, CPD support, and a widely used resource-sharing platform.

Within tes, managers are balancing a wide range of responsibilities - leading teams, supporting delivery, and navigating day-to-day operational pressures. Some have been with the organisation for many years, and others are newer to their roles or stepping into leadership for the first time.

In a fast-paced environment like this, there’s often limited time for reflection or development.

What We Deliver:

Growth Space provides leadership coaching to managers and senior managers across the business creating a safe space to think, reflect and lead more intentionally.

The Coaching Experience:

Each coaching journey is tailored to the individual’s role, goals and context. Sessions take place over 6–9 months and respond to what’s most relevant for the manager in that moment. While every coaching relationship is unique, some consistent themes include:

• Confidence and Imposter Feelings - Many managers arrive with quiet doubts about whether they’re doing it “right.” Coaching helps them make sense of those feelings, reflect on what’s working, and show up with more self-belief.

• Managing Pressure and Prioritising - It’s not unusual for people to feel overstretched or unsure where to focus. Coaching offers time to step back, re-centre, and make clearer decisions about what matters most.

• Leading Others - From having better one-to-ones, to supporting underperformance, to building team motivation — coaching gives managers space to work through their leadership questions and challenges.

• Feedback and Difficult Conversations - We often explore how to have more honest, constructive conversations — with teams, peers and more senior colleagues — and how to prepare for the conversations people often avoid.

• Strengthening Relationships - Managers reflect on how they communicate, how trust is built, and how they can be more intentional in the way they relate to others across the organisation.

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Impact

Managers describe coaching as a valuable space to reflect, reset and grow. The impact includes:

• More confidence and clarity in their leadership

• Better communication and feedback conversations

• Stronger, more trusting relationships with teams and peers

• More purposeful prioritisation and time management

• A clearer sense of ownership for how they lead — not just what they deliver.

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Testimonials

“This has helped me find my own way of being a manager - not trying to copy someone else, or do it perfectly, but lead in a way that works for me and my team.”

“It’s the first time I’ve had space to properly think about how I lead. Every session helped me step back and make better choices.”

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Could Coaching Support your Managers & Leaders?

We support managers in fast-moving, people-focused organisations like TES to lead with more confidence, connection and clarity.

If your managers are stretched, growing into new responsibilities, or want support with the people side of their role, we’d love to help.

Two Tribes - Culture Transformation

Client: Two Tribes Brewery

Project: Culture Transformation | March 2025

What they needed: A review and reset of their Culture, Values and behaviours fit for a new phase of business growth and to feed into a rebrand.

What we delivered: What we delivered: A structured facilitated 1-day workshop for leaders to co-create their cultural foundations.

Key result: A clearly articulated purpose, refreshed values, and a behavioural framework to guide leadership, collaboration, and communication in the next growth phase of the business.

“Polly is a superb facilitator - warm and approachable but with enough firmness to keep a very dynamic session on track... She is brilliant.
”

— Pru Stamp, Head of People & Culture, Two Tribes

Two Tribes Culture Workshop

The Context

Two Tribes is a creative, collaborative brewery based in London, known for blending craft beer with music, food, and cultural partnerships. By early 2025, the business was evolving, a new senior leadership team was in place, a rebrand was in motion with a creative agency, and the company was shifting from startup to something more strategic and sustainable.

With big ambitions ahead, the senior team recognised that brand alone wouldn’t get them there, they needed the culture to match.

They wanted to define their culture, identify the values that would support future decisions, and articulate the behaviours that would make those values visible and real — while ensuring they didn’t lose the soul and spontaneity that had made Two Tribes what it was.

What we delivered:

We designed a full-day Culture Workshop for the leadership team to review and co-create their Culture, Values and Behaviours.

Design & Discovery:

We began by getting to know Two Tribes: the brand, the culture and the people. A company-wide survey revealed how people experienced the culture today - what was working, where the gaps were, and what mattered most. The insights helped shape the workshop agenda and were shared at the start of the session to set the context and invite honest conversation.

We designed a high-energy, 1-day workshop for the leadership team, combining:

• Create space to step out of day-to-day dynamics, speak more openly, and engage in deeper reflection.

• Provide structure and provide a neutral voice to guide the conversation and keep momentum going.

• A blend of individual reflection, small group discussion, and whole-room alignment to ensure everyone had a voice and ownership in the process.

• Dot voting to identify priority values and behaviours with collective agreement.

• Time to explore how leaders can role-model the culture they want to see, including hiring, feedback, communication, and decision-making.

The Workshop Experience:

The workshop centred on co-creation. The team worked through:

• Purpose – identifying the core reason Two Tribes exists beyond beer. Through storytelling and facilitated dialogue, they landed on a clear and inspiring purpose statement to underpin both internal culture and external brand strategy.

• Values – exploring how they want to work together, collaborate with partners, and show up in the world. Using the “culture inflators and deflators” activity, the team generated, discussed, and prioritised shared values that felt genuinely resonant.

• Behaviours – translating values into action. Small groups defined specific examples of what each value looks like in day-to-day work, including what happens when it’s missing. This helped the team move from abstract ideas to tangible behavioural expectations.

• Leadership – reflecting on their role in setting the tone. Leaders shared examples of how they could personally model the culture and influence others, across systems like hiring, onboarding, recognition, communication and decision making.

• Rituals & Ceremonies – identifying ways to reinforce culture through shared habits, rhythms, and moments of connection such as team meetings, team fun, marking work anniversaries and birthdays.

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The Outputs

The team left with a practical culture framework to guide the next phase of their growth, including:

• A clearly articulated purpose statement to anchor brand and culture


• A set of refreshed, agreed-upon values that feel authentic, ownable, and relevant


• A behavioural framework that bring those values to life (and what to watch for when they’re missing)


• Ideas for routines, rituals and ceremonies to reinforce team culture


• Leadership reflections and commitments to role-model and embed the culture in everyday actions


• A completed Culture Canvas linking all elements into one cohesive picture and to act as a living guide.

These outputs are now being used to inform internal communication, employee experience, onboarding, performance, and brand copy — ensuring culture and brand move forward in tandem

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Testimonials

“We all felt that there was real value in the discussion and discoveries, and like it was the beginning of something really great. You are an excellent facilitator and did a wonderful job of eking out meaning and keeping us on track when we strayed.”

“Polly is a superb facilitator - warm and approachable but with enough firmness to keep a very dynamic session on track. She clearly has deep listening skills and can help uncover meaning and trends where they may otherwise go unnoticed. I highly recommend Polly for any facilitation needs, specifically in the workplace values space - she is brilliant.”

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Would you like to transform your Culture?

If you want to create a culture framework that brings your brand to life from the inside out?


Let’s talk about how facilitation, structure, and space can make it happen.

Vitis Regulatory Team Away Day

Client: Vitis Regulatory


Project: Summer Team Away Day 2025


What they needed: A high-energy, high-impact team day to connect colleagues across departments, bring values to life, and spark creative collaboration.

What we delivered: A unique Team Away Day that was bold, fun, creative and meaningful 


Key result: 100% of participants said it helped build cross-team relationships and would recommend it to another team

“The best team away day I’ve ever done.”

Vitis Regulatory Team Away Day

The Context

Vitis Regulatory is a consultancy with a distributed team spanning multiple departments and regions. They wanted their 2025 team day to feel anything but corporate. The goal? Connection, creativity, and celebration, not awkward games or forced fun.

The brief: make it bold, make it meaningful, and above all, make it memorable.

What we delivered:

We designed a full-day creative experience: The V Factor, a fast-paced challenge blending storytelling, collaboration, communication and a healthy dose of fun.

How it worked:

We began by really getting to know the client, their culture and their people. We learned about previous team away days, what was popular and what wasn’t.

Six teams across roles and departments were challenged to create a 3-5 minute video and choose from one of five themes that explained their work to the outside world. They had to assign roles, plan their project, manage a fictional budget, and bring their idea to life.

They had access to a “shop” where they could buy fun props (wigs, hats and fancy dress) and technical kit, expert input, sound effects and visuals, and editing help. Each project was presented in a live X-Factor-style showcase, with a judging panel scoring creativity, collaboration, values, technical execution and budget strategy. Prizes were awarded to the winning team, as well as for best performance, funniest moment and creativity.

At the end of the day, there was a great sense of achievement, a lot of laughter, new connections and memories made.

Team Away Day in Bristol

What They Learned (Without Realising It)

• Project Planning - turning loose ideas into a structured, deliverable piece

• Budgeting - making decisions under constraints and trade-offs

• Communication - communicating ideas, listening to each other, presenting

• Team Dynamics - collaborating quickly across functions and styles

• Adaptability – working through tech hiccups and tight deadlines

• Trust & Connection – getting to know colleagues as people, not just job titles

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The Impact

100% said it helped build relationships across teams.

100% would recommend the activity to another team.

100% rated the day 4 or 5 out of 5.

93% felt more connected to Vitis’ culture and purpose.

87% left with ideas to apply in their day-to-day work.



85% said “Yes, absolutely” it was time well spent, with the remaining 15% saying “Mostly”.

85% rated the facilitation 4 or 5 out of 5.

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Testimonials

“The challenge was genuinely brilliant – clever, creative and totally relevant to our work.”

“I learned more about my colleagues in one afternoon than I had in months. There was a real sense of joy from being together.”

“It encouraged us to think outside the box and find creative solutions together.”

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Would you like to create a Team Away Day or Off-site?

We love to design and create meaningful team events that are tailored to your business, culture and people.