Your growth plans are ready. Your leadership bench isn't.

Constraint

Under a global corporate transaction, FIMAL's European parent was acquired by BNP Paribas. With $4.3B in local assets under management across individually managed accounts, the APAC restructure carried extremely complex and sensitive strategic and operational stakes — and two earlier attempts to lead the integration had already failed before Stuart was called in.

Intervention

Brought in as the fixer after two prior attempts had stalled, Stuart took over the restructure and led the APAC region integration program end-to-end through the M&A — resolving leadership and operating-structure issues across the newly combined organisation on multiple fronts simultaneously, not the single workstream that had failed twice before.

Constraint

Change kept living in the PMO instead of the business — this wasn't the first attempt: new processes and systems had already been rolled out more than once without sticking, adoption stalling below 60% each time, with every relaunch meaning the same work redone from scratch.

Intervention

Rather than run a fourth identical rollout, installed a common leadership language and toolset owned by the leaders themselves, not the program office — fixing the ownership problem, the process problem, and the habit problem together.

Constraint

Rapid hiring diluted the culture — what got rewarded contradicted what was stated, and regretted attrition was climbing in key teams.

Intervention

Activated cultural reinforcement: values translated into observable behaviours and recognition, applied consistently by every manager.

Constraint

A multi-region digital transformation was already stalling by the time Stuart stepped in — each country ran its own version of the operating model, wide variance in performance, and rising local resistance to change, after an earlier transformation cycle had failed to land.

Intervention

Took over a program that had already burned one cycle and installed a single execution rhythm across every country at once — decision rights, meeting cadence, and accountability loops fixed together rather than one country at a time — coaching local leaders to run it themselves instead of waiting on direction from HQ.