Coaching enagements

Coaching process

Exploring the Ask

I sit with the business leader and understand the problem & coaching scope.

This may include conversations with the individual or team as well.

Competency Analysis

We do a competency requirements analysis for the current stage of the project.

This sets the base for what the individual/team needs to be coached on.

Scope agreement

We agree on the format & duration of the coaching.

We also pick live projects that we can work during the exercise.

Enagement

I coach the individual or team using the live project.

The engagement may also have specific coaching for different roles in the product team.

Coaching offered

Individual or team coaching. For product leaders.

Product leadership coaching for a major Gen AI company in the contact center space

Case study: Product team coaching - split across San Francisco, Canada & India

  • The ask

    The client, one of the world’s leading conversational AI players for customer service operations, was looking to hone key product leadership skills. The product leaders were managing cross-functional & cross-geographic teams.

  • The diagnosis

    The client served some of the largest companies in the world, but often struggled putting a structure to conflicting asks from the customers. They were also looking to understand how they could best move to a B2B SaaS model as part of their roadmap evolution.

  • The engagement

    We did an 8 week coaching session for the team. There were different assignments, drawn from their current work, given each week which was analyzed in the next session.

Coaching coverage

Product leadership coaching for a major Gen AI company in the contact center space

Case study: Product team coaching - split across San Francisco, Canada & India

Coaching coverage

  • The ask

    The client, one of the largest healthcare companies in the world, was were keen on helping the IT team in India move from a project mode to a product mode. They did not have any product management talent in India, but were developing a team of business analysts and project managers for the role.

  • The diagnosis

    The product team was confused about the transition. They were used to get defined requirements, not to scout for customer problems. They were also not clear about how to address issues like budgeting that came with moving to a product process.

  • The engagement

    We broke the cohort into 3 groups and took each group through an intensive 3 day exercise to understand the role and prepare for the transition.