LL is a senior executive in a rapidly scaling technology and eCommerce business who needed an experienced independent perspective while navigating growth, shifting priorities and increasingly complex organisational dynamics.

The situation

She was carrying people, operations, organisational change and strategic initiatives simultaneously. Ambiguity and internal politics were pulling her into firefighting, leaving less space for the executive judgement required to make high-impact decisions well.

One of those decisions involved international expansion: the business was considering launching in Australia in early January, which would have required hiring approximately 15 people over the Christmas period while the US operation was also being built.

The work

Rhian acted as an independent strategic sounding board — helping her separate signal from noise, pressure-test decisions, challenge assumptions and think through the commercial and organisational consequences of different options.

The international expansion decision was tested against hiring capacity, management bandwidth, time-zone coverage, sequencing and the opportunity cost of trying to build multiple markets simultaneously.

As the relationship developed, the work expanded beyond individual advisory into leadership workshops and facilitated team sessions focused on communication, decision-making and accountability.

The outcome

The executive became more deliberate about prioritisation, judgement and making decisions with incomplete information.

In the expansion example, the business prioritised its US build, removed the immediate Australia launch from the plan and deferred broader APAC expansion.

The wider organisational work also created clearer behavioural expectations, shared language and practical operating standards across teams.

“Knowing I have you in my corner when I need a second brain is more valuable that I can ever put into words.”

— LL · VP People, Saas