Different Inflection Points on the business growth journey
We define an “inflection point in business” as the stage in a company’s evolution where growth, change, new capabilities, new demands, or other changes dictate the rethinking and reworking of how a business must operate. There are at least three common inflection points during a company’s growth as it evolves from a startup (15 people), Scale up (50 people) towards unicorn (250+).
As a company grows, I partner with founders on navigating their growth revisiting strategy, structure, people, process and systems across the different inflection points, to help overcome challenges at every stage. I have been trusted to work across a variety of industries—including political campaigns, executive assistant to boards and CEO’s go to market for international firm —allowing me to bring a diverse set of solutions to the table.
By aligning your people strategy with your commercial objectives, I help you make data-driven decisions that scale. Drawing on my deep expertise in organisational design, cultural transformation, and leadership development, I ensure your business grows sustainably with a focus on how you want it grow. Let’s find a time here!
Startup - 15 people
McKinsey shared in a recent report, 50% of small businesses fail due to:
lack of clear leadership structures
burnout of founders struggling with balancing multiple roles
reactive and unstructured growth environment.
How I can help: I work with companies on cofounder or leadership alignment, how to spend your time effectively, personal brand, company direction, expansion strategy and potential hires.
Scale up - 50 people
Harvard Business Review found that when a company grows beyond 50 employees:
Communication breakdowns
siloed departments become a significant barrier to innovation and efficiency.
middle managers often struggle to transition from doers to leaders, leading to missed opportunities.
reactive and unstructured growth environment.
How I can help: This is where I work with you on workforce models (buy, build, borrow), uplifting the culture, clarifying roles and responsibilities, developing their strong partnerships, personal brand, employee value prop, leadership facilitations.
Unicorn - 250 people
As organisations grows beyond 250 employees, Gallup's State of the Global Workplace report shows:
a dramatic decline in employee engagement—often due to slow, hierarchical decision-making.
As teams grow, preserving the original company culture becomes increasingly difficult, and employees may feel disconnected from the core mission.
You might also be undergoing merger, acquisition, global expansion or looking for exit.
How I can help: I work with you on board governance, employee value proposition, business fundamentals, right people right roles, revisit the strategy, go to market / expansion, culture, clarifying roles, training and development, leadership facilitations.
Culture review: Recently completed culture review and strategy in the Middle East for a Public Investment Fund subsidiary. The company was rapidly growing with new people added in every week, after our review, the company had embedded new career pathways for managers, significant 35% improvement in their day to day operations and
Org Design and Roles: Engaged by an SMEof 25 to support with their organisation design and people strategy. The company was growing in a steady pace, with the founders very involved in the day to day running of the company leaving them all fatigued. We were able to help manage their workload and proactively plan for their future.
Culture and Leadership: Worked with a scale up from their leadership session to offsite to help develop next steps with data and insights from their people. The company was ungoing an inflection point, I supported for several months on initiatives including leadership alignment, feedback training and culture activities to inform their next stage of growth, including L&D, budget allocations and culture.
Clarity and Alignment: Partnered with a founder of a small service provider ~17 who was undergoing challenges in terms of direction, he was still very involved in the business. After our sessions, he had greater clarity on the direction, the expectations from his team and diversifying his risk.
