Client Case Studies 

Executive Summary  Haynes Oliver partnered with a global player in the automotive industry to deliver targeted coaching for senior managers.  The goal was to build strategic and people leadership skills in technically skilled leaders navigating the shift from operational to corporate thinking.  The result:  • Strengthened communication structures • Clearer strategic priorities • Empowered leaders ready to drive performance  Client Background  The Client employs around 600 people across various functions, from National Sales Centre (NSC) roles to network operations. As with many automotive organisations, there is a broad demographic within the organisation. As a market leader in LGV (Large Goods Vehicle) importation, sales and maintenance, the business is navigating industry shifts that demand stronger strategic alignment and a premium-level customer experience.  While the Client had invested in leadership development, much of it lacked consistency. Many senior managers were promoted from technical backgrounds, with deep operational knowledge but limited experience in corporate-level strategy or indirect team management.  THE CHALLENGE  The Client identified a critical development need: transitioning senior managers from technical experts to strategic leaders.  With the company evolving its premium positioning, gaps in strategic thinking, communication and people leadership became more apparent.  Challenges included:  • Limited strategic focus at site level • Communication structures not supporting performance culture • Managers unsure how to set or prioritise corporate objectives  THE HAYNES OLIVER SOLUTION  Haynes Oliver implemented a three-phase coaching programme:  Phase 1: Goal Alignment Engagement with key directors to clarify business objectives and long-term vision, whilst also understanding individual coachee development needs.  Phase 2: Building the Coaching Foundations Laying of the foundation for trust, clarified expectations and creation of a coaching journey tailored to individual and organisational need. Sessions were scheduled with flexibility for changing demands of both the individual and the business.  Phase 3: Coaching Delivery A blended model of face-to-face, online and telephone coaching supported each manager’s journey. Focus was placed on:  • Action planning and implementation • Stakeholder-aligned coaching reports • Embedding behaviour change and accountability  Notably, the coach’s relatable industry background increased credibility and accelerated trust-building; ultimately resulting in increased speed of engagement.  RESULTS & IMPACT  Coaching led to:  • Clear site-level strategic action plans (previously absent) • Stronger communication and performance alignment • Positive manager transitions and increased confidence • Coaching support cascading to influence director-level strategic thinking  “The support I received gave me structure, time to reflect and actions that helped me transition between roles and build a shared vision with my new team.”  “Your guidance has already made a visible impact on my role and growth. Thank you for all your support.”  When one coachee left mid-programme, the coaching plan adapted to support a newly promoted manager - highlighting the flexibility and sustainability of this tailored approach.  KEY TAKEAWAYS  • Flexibility is crucial. Coaching must evolve with business dynamics and individual needs.  • Small wins matter. For sceptics, demonstrating early progress opens minds.  • Hybrid coaching-consulting works. Where knowledge gaps exist, targeted consultancy bridges them.  • Lasting impact. Coaching releases individual potential that benefits entire management layers.