Sectoral Expertise

Across every major sector, our work has one aim – to turn learning into behaviour that lasts. Over the years, we’ve helped organisations in every major sector turn learning into on-the-job behaviour: sharper decisions, stronger teams, leaders who lead differently. Below is a snapshot of that work, sector by sector.

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Airlines & Marketing

Helped Air Asia bring its new ‘winning behaviours’ to life for employees, through a collaborative activity.
A behaviour-first culture cascade designed to enable 100 internal Culture Champions trained to facilitate, and a gamified ‘Culture Huddle’ kit any leader could run, in person or virtually, across 24,000 employees worldwide. Values moved from the wall to the floor, as behaviours people own rather than posters they pass.
Connected Epsilon’s product engineering and support team around one shared product mindset, using LEGO Serious Play.
Developed Reed Manch Exhibitions’ leaders, through an immersive leadership workshop.

Auto & Ancillaries

Helped a CARS24 team build trust and collaborate better, through an experiential activity and a sharp debrief.
Helped Mahindra’s legal team think more creatively and challenge the obvious, through a creativity and innovation workshop.
Helped TVS Motor’s people notice and change the small, everyday behaviours that make a workplace more inclusive, through self-paced courses on bias and micro-behaviours.
Helped BMW’s leadership team see themselves and their shared direction differently, using LEGO Serious Play.

BFSI

Strengthened how SBI Cards’ senior team connects and leads as one, through a CSR-led leadership offsite.
Helped PayPal’s remote employees build healthier daily habits, through a 21-day wellbeing challenge.
Helped a revenue-management firm’s people act on everyday inclusion, through a gamified diversity session.
Helped an Axis Bank team coordinate and make faster calls under pressure, through an F1 pit-stop simulation.
Set Axis Bank’s new joiners up to contribute sooner, through a purposeful induction.
Helped ET Money’s leaders connect across silos and rally around a shared direction.
Built managerial capability at Xceedance through a multi-session learning journey, from leadership presence and Emergenetics-based self-awareness to critical thinking and decision-making, alongside work with its high-potential talent.
Sharpened how AXA XL’s change and strategy team serves its internal customers.
Helped Turtlemint’s managers give clearer, more useful feedback during appraisals, through a self-paced programme timed to the moment.
Built BharatPe’s managers into stronger leaders across a multi-part journey, spanning conflict management, critical thinking and decision-making, design thinking, productive meetings, and leadership-team interventions and offsites.

Chemicals

Helped a global chemical manufacturer’s executive team break silos and commit to a shared growth vision, using LEGO Serious Play.
Helped a German chemical producer’s people stay engaged and oriented through a restructuring, with a gamified onboarding.
Helped BASF’s new joiners connect and engage from day one, through gamified onboarding with pre-joining touchpoints.
Built leadership capability across Meghmani Finechem’s senior cohort.
Helped Paushik’s leadership team shape and align on a shared mission, using LEGO Serious Play.
Helped Akzo Nobel’s high-potential managers think like business owners, through a build-your-business simulation.
Helped Tata Chemicals’ business team tell sharper, more persuasive stories, through a storytelling keynote.

Consulting

Helped Publicis Sapient’s L&D team and HR business partners align behind a shared, business-linked ambition, through alignment and visioning work.
Helped BCG teams build trust and work better together, from the recruitment team to the sub-teams within its Global Service L&D function.
Helped a Mauritius-based consulting firm handle clients and decisions better, through a business simulation.
Helped EY’s people manage their emotions under pressure, through an online business simulation.
Helped Khaitan & Co’s new law graduates settle in and start contributing, through a gamified onboarding.
Wove purpose into a KPMG Tax Conclave, through a CSR-themed engagement.

Consumer Goods, Retail & Trading

Helped TEAL’s people look after their mental wellbeing, through a 25-day gamified microlearning journey.
Helped Lenovo’s finance leadership team foster creativity and achieve its goals, through a leadership workshop.
Helped Lenovo’s new joiners lead with more innovation and think strategically, through a gamified onboarding.
Helped a Beam Suntory team manage their time better, through a gamified intervention.
Helped Smollan’s people learn in the flow of work, through a blended microlearning programme.
Helped PepsiCo’s people think about disruptive innovation, through an experiential workshop.
A long-running relationship with PepsiCo spanning sales and frontline-leadership programmes, leadership and HR offsites, collaborative-influence work, and recent team engagements for its Global Business Services centre.
Reconnected Beiersdorf’s Nivea Dubai team, through a virtual city-exploration session.
Helped Reckitt grow its interns, through a virtual workshop series.
Helped Esme’s senior leaders collaborate, delegate and decide faster.
Helped Tata Trent’s senior leaders adopt a growth mindset, handle change and own outcomes.
Helped Harman’s directors decide better and built a more collaborative mindset across its business units, across a development journey and the #togetherseries.
Helped Tata Consumer Products’ digital leadership team apply design thinking and lead change.

E-commerce

Helped Myntra’s leadership team understand how they think and work together, using Emergenetics.
Equipped Moglix’s procurement team to negotiate harder and better-prepared with suppliers.
Helped Desertcart’s newly formed, cross-country leadership team build trust and align as one, using The Five Behaviors and DiSC, ahead of a major strategic milestone.
United Terrific Minds’ leadership team, through a Leadership Challenge workshop.
Ran a virtual learning programme for an Amazon team, alongside team-engagement and seller-leadership sessions.

Fashion, Apparel & Luxury

Helped Chanel’s leaders coach rather than direct, and its retail associates project real confidence with customers, across a blended leadership journey and an in-store intervention.
Helped Dior’s sales team take more ownership.
Helped Adidas’s India and APAC teams build trust, communicate openly and think bigger-picture.
Coached Esme’s senior leaders to challenge the status quo and lead more deliberately.
Helped Swarovski’s India team adapt to change and play to their individual strengths.
Built everyday leadership behaviours across GAP: a programme for first-time managers, and interventions on speaking with candour and thinking critically.

FMCG

Helped Go Zero’s core team and investors take ownership and align behind a long-term vision, through experiential learning.
Helped Perfetti grow its women leaders, through a six-month leadership programme.
Brought Marico’s Factory Commercial Management team closer, through team-bonding that built cohesion and morale.
Helped Unilever Bangladesh grow its next generation of leaders through the power of influence.
Enabled industan Unilever’s North Regional Leadership Team to become cohesive and come together as a high performing team, through a series of interventions.
Brought purpose and connection to Hindustan Unilever’s Homecare team, through a CSR-led team initiative.
Strengthened brand pride and ownership within Hindustan Unilever’s Homecare division by staging an immersive experience involving their own end customers.
Helped Hindustan Unilever’s HR leadership team align on a shared vision, using LEGO Serious Play.
Helped Coca-Cola’s Bangladesh bottling team present with more impact.
Helped Beam Suntory’s strategy team align, check their biases and lead with more self-awareness and empathy.
Helped a METRO Cash & Carry leadership team face upcoming change openly and set shared objectives.
Helped Kellogg’s HR team tell sharper stories, through a storytelling session.
Helped Hershey’s leaders reconnect, reflect and align on a shared vision, from a leadership pitstop to a LEGO Serious Play visioning session.
Helped Perfetti’s sales team set its strategic pillars, through LEGO Serious Play visioning.
Helped Perfetti’s IT team set clearer goals, and its managers notice and check their unconscious biases.
Helped ITC’s managers across levels collaborate and work as one team.
Introduced Havells’ management trainees to the company’s value pillars from day one.
Helped Diageo grow its leaders through a multi-month leadership-development journey, and sharpened executive presence, storytelling and collaboration across its leadership and procurement teams.

GCC (Global Capability Centres)

A deep, multi-year partnership with a Big 4 professional-services firm across the full talent lifecycle: agile-leadership programmes for managers, psychological safety and candour, a story-powered sales series for client-facing teams, and resilience and influencing programmes run across many cohorts, alongside campus-to-corporate journeys for new hires across cities. One thread holds it together: helping the firm’s people lead, sell, collaborate and stay resilient as the business keeps changing.
A deep, multi-year partnership with PwC, anchored by a gamified new-hire onboarding programme that has carried more than 11,000 joiners into the firm, and extending across executive-presence journeys for experienced hires, campus-to-corporate, return-to-office team engagement across cities, and work on communication, storytelling and critical thinking. The through-line: helping PwC’s people join well, build presence, keep learning and perform as one team through constant change.
A deep, current partnership with Novo Nordisk’s global business services, building capability at scale: a six-month people-manager learning journey, the multi-batch ‘Innovate & Elevate’ programme on growth mindset and critical thinking, ‘Enabling Agile in GBS’, and focused work on stakeholder management, project-management skills and personal impact. The through-line: equipping a fast-growing global team to think critically, work with agility and influence stakeholders across the business.
Prepared MassMutual’s first-time managers for leading people, through an Emerging Manager journey.
Helped an FMR team align on a shared vision, using LEGO Serious Play.
Strengthened trust within First American’s HR team and helped its team leads turn intent into consistent execution. Ran multiple waves of interventions for its Emerging Leaders.
Helped a TIAA team prioritise sharply and use their networks and resources better, in a virtual offsite.
Developed American Express’s senior managers on the behaviours that set their teams’ tone.
Helped HSBC’s GSC and HTI graduates make the shift from campus to corporate, through a virtual gamified onboarding journey.
An eight-year partnership with HSBC spanning more than 50 engagements: resilience (Bounce Forward, Future Fit), the Global Graduate ‘Future Leaders’ programme, inclusive-manager behaviours, and leadership-team strategy and visioning (facilitated ExCo strategy meets, LEGO Serious Play). Through all of it the aim has stayed the same: leaders and teams who stay resilient, inclusive and aligned as the business keeps changing.
Prepared CGI’s first-time and new managers for the shift from doing to leading, through an Emerging Manager journey.
Helped NAB’s India teams build people-leadership capability, through the ‘People Leader Essentials’ bootcamp and the ‘Voice’ learning journey, DiSC-based self-awareness, and work on storytelling, interviewing and strategy.
A sustained partnership with Providence, anchored by ‘Embark’, its emerging-manager journey now into its sixth cohort: a four-month journey of skill labs, group coaching and one-to-one coaching built on trust, accountability and the Leadership Challenge, supported by Emergenetics, alongside campus-to-corporate for new hires.
One of our deepest, longest-running partnerships: a standing capability calendar for CGI’s India centre spanning leadership (the Leadership Challenge, coaching skills, leading and managing change), communication and influence (presenting with impact, storytelling, power presence, conflict management), and a multi-batch Managers’ Excellence Programme across Bangalore, Hyderabad, Chennai and Mumbai, scaling up to large events such as a 500-strong Achievers’ Summit, with an executive-presence and HR-visioning strand using LEGO Serious Play.
Helped Dell IT’s Development Bootcamp graduates put their learning to work.
A deep, current partnership with Lam Research’s India engineering and global-operations teams: a running capability calendar (learning agility, influencing stakeholders, critical thinking, emotional intelligence, presenting with impact), leadership offsites and a Vision 2030 workshop, Emergenetics for team effectiveness, campus-to-corporate for new engineers, and large-scale team events. The through-line: helping a fast-scaling semiconductor-technology workforce think sharply, work as one and lead through growth.
Helped Intuit bring its culture to life and keep its people connected, through the ongoing ‘We Are Intuit’ series, cross-cultural communication and values-led engagement.
Helped wave after wave of Oracle’s campus hires make the shift from campus to corporate, through a structured, multi-batch virtual onboarding journey.

Government, Education & Non-Profit

Helped 13- to 16-year-olds at a new Ivy-grade summer school build leadership behaviours that last, across design thinking, emotional intelligence, critical thinking and storytelling.
Helped the Gates Foundation’s senior leaders, across India and the USA, build trust and align behind a long-term strategic vision.
Helped ChangeInkk’s leaders drive organisational change, through an immersive programme on storytelling, design thinking and growth mindset.
Helped the American India Foundation’s team set goals and engage donors as fundraising conditions shift.
Helped Khan Academy’s leadership team communicate with more candour and cohesion, using a personality assessment and team-dynamics work.
Helped Byju’s Tuition Centre’s business heads lead more entrepreneurially and put customers and team ahead of self, across interventions for area and zonal leaders.
Embedded FocusU’s self-paced course and a design-thinking simulation into six modules of IIM Lucknow’s executive MBA.
Equipped TAPMI’s faculty to facilitate and evaluate, through a train-the-trainer programme.
Helped IndiVillage’s high-potential employees lead day to day, across account and time management, cross-cultural collaboration and communication.
Helped GIZ delegates from different teams collaborate and align on shared goals.
Helped NTPC’s senior managers understand themselves and lead better, using MBTI.

Healthcare

Helped Indegene carry its culture and values across the organisation, through gamified workshops and custom onboarding content.
A wide-ranging partnership with Abbott across divisions: leadership and team-effectiveness offsites (Emergenetics, ‘Winning Together’), a growth-mindset programme for the talent-acquisition team, and senior-leadership and HR engagements.
A sustained partnership with Coloplast built on applied behaviour change: a growth-mindset programme rolled out to managers across Gurgaon, Delhi, Chennai and Mumbai, an entrepreneurial-mindset intervention, executive-presence work, and a phased Planning and Execution learning journey that moves from diagnosis to training to months of reinforcement back into the real work.
Helped a Dr. Lal PathLabs team build trust, ownership and shared norms.
A long-running relationship with Tata 1mg: a patient-centricity cascade across leaders and managers, leadership and extended-leadership offsites, and focused work with the legal team on holding their ground and saying a clear, confident no without friction.
Helped GE Healthcare’s leadership team build interpersonal trust and connection.
Helped Becton Dickinson’s sales team shift mindsets and put the customer first.
Helped Pristyn Care’s senior leaders reach a shared, lived definition of ‘patient obsession’.

IT & ITES

Across Microsoft, aligned the Azure Compute Engineering leadership on how they lead and decide together; built the psychological safety for another team to speak up and align on a shared vision; and helped HR leaders shape the legacy they want to build, through LEGO Serious Play.
Across Google, helped large-customer sales leaders trust and collaborate as one team; let a team feel the trade-offs of enterprise decision-making; and aligned sales leaders on a shared vision through LEGO Serious Play.
Equipped GitHub’s people to influence without authority, built on trust and self-awareness, and, in a broader programme, built the everyday behaviours that hold teams together, from collaboration and accountability to handling conflict.
Helped Lenovo’s Finance team think and align differently using LEGO Serious Play, and its HR leaders understand how they work together using Emergenetics.
Helped Adobe’s people spot and check their unconscious biases, through a gamified session.
Built capability across several Wipro businesses: a senior-leadership programme, critical thinking using the RED framework, agile mindset, managing change and influencing without authority, alongside sales and team offsites.
Built Esper’s managers into stronger coaches who handle stakeholders and conflict with confidence.
Equipped HP’s people to present with more clarity and impact.
Helped a Sterlite Power team turn discussion into a concrete action charter they owned.
Equipped a VoerEir team to solve problems with a design-thinking mindset.
Helped CSG International’s new graduates make the shift from campus to corporate.
Built the self-awareness and trust to lead better together in an APJ leadership team, in a focused offsite.
Helped a large tech team reconnect and rebuild trust across distance, through a gamified virtual experience.
Rebuilt working trust across a distributed IT consultancy team, virtually.

Logistics & Transport

Helped DHL’s teams manage time and priorities and work better together, across a time-management programme (full-day workshop, inbox simulation and group coaching) and team engagement through change.
Worked with Maersk on senior-management development and procurement-team effectiveness, alongside ongoing team-engagement programmes.

Manufacturing

Brought Avery Dennison’s teams together across cultures, through a global team-building league (the Avery Premier League).
Sharpened how Avery Dennison’s APAC teams innovate, through an innovation-driven masterclass series.
Helped a cohort of around 220 of John Deere’s US campus hires make the leap to corporate, through a virtual gamified onboarding.
Developed a cohort of mid-level managers from across Carrier India’s functions, through a TLC session.
Helped Avery Dennison’s finance team solve problems and make decisions more sharply.
A broad partnership with Kohler: a performance-feedback and respect-and-feedback programme for people managers, growth-mindset-through-change work, and team effectiveness across its global shared-services and plant teams.
Helped Akzo Nobel’s managers think like business owners, through a build-your-business simulation.
Developed Asian Paints’ senior managers through a Leadership Challenge workshop.
Helped Beiersdorf’s people present with more credibility and confidence, through storytelling and presentation work.
Helped Haleon’s leaders build a safer, more candid culture, and helped the marketing function see its place in the company’s vision, across sessions on psychological safety and radical candour and a LEGO Serious Play session on belonging.
Built capability across Schneider Electric, from visioning and strategic-leadership work to a Collaboration Catalyst programme and LEGO Serious Play, through to a recent multi-module campus-to-corporate onboarding journey covering communication, executive presence, growth mindset and ownership.
Helped ABB’s mid-managers build teamwork, trust and bigger-picture thinking, over a four-month experiential journey.
A latent-need discovery enablement workshop that surfaced the behaviours and capability gaps beneath the obvious asks. A smaller engagement, but one that showcases how we dig deep to solve our customer problems.

Oil & Energy

Helped several batches of Indian Oil’s new hires make the leap from campus to corporate, through the CCIM induction programme. Also engaged several batches on Resilience, Executive Presence, Executive Influence, Building higher performing teams and even a thoughtful programme to help long-serving employees transition into retirement with dignity.
Helped Indian Oil build higher-performing teams.
Helped Vena Energy’s people recognise unconscious bias, through a gamified International Women’s Day challenge.
Developed Adani Energy’s senior managers through a Leadership Challenge programme.
Helped Siemens Gamesa’s leaders think critically and decide better under pressure, through a business simulation.
Helped Suez’s sales and cross-functional teams collaborate with more camaraderie./li>
A deep, structured partnership with BPCL’s senior leadership: ‘Transcend’, a running senior-management leadership programme, alongside a curated curriculum spanning adaptive leadership through change, building psychological safety (‘Fearless Organisations’), leaders as coaches, and executive presence. It also encompasses a thoughtful programme to help long-serving employees transition into retirement with dignity. One of our most comprehensive senior-leadership engagements.

Pharmaceuticals

Helped Indegene, a life-sciences company bring its culture and values to life for employees, through a gamified workshop.
Helped Novartis’s leaders step back and lead more deliberately, through an immersive learning experience.
Helped a global pharma major’s cross-functional teams apply learning to their real work, through a customised experiential virtual journey.
Helped members of a geographically dispersed team to come together virtually and reconnect through the experience of together co-creating a company anthem.
Helped a new leader at Teleflex integrate quickly with the team, through a structured assimilation programme.
Helped senior healthcare leaders at The Union understand themselves and each other better, using MBTI.
Equipped Syngene’s teams to communicate more clearly and effectively, through competency-based training.
Built deeper capability across Syngene: a multi-batch first-time-manager journey (Emergenetics, growth mindset, customer-centricity and group coaching) and a structured competency programme for team leaders on accountability, customer focus, collaboration and results.
Helped AstraZeneca’s Medical Affairs team think bigger-picture and more strategically.
Helped Dr. Reddy’s people communicate more effectively and manage stakeholders with more confidence, across a communication journey for the GRFT team and a stakeholder-management programme for mid-level managers.
Helped Roche’s senior leaders take shared ownership and hold each other accountable.
A sustained partnership with Aspen, from the ‘Pathfinder’ learning journey (growth mindset, deliberate decision-making and simulation) to recent work on conflict management, emotional intelligence, accountability and customer service.