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Case Studies

These leadership case studies will give you an idea of how LEAP’s programmes are implemented, and what managing directors and team leaders can expect.



Leadership Case studies


National University Ireland Galway (NUIG). This organisation is diverse providing a range of services to its core customer. With over 2,000 employees it is a complex and dynamic organisation.

The Challenge
  • Lack of skill development within middle management team
  • Economic restrictions resulted in low morale and extremely limited opportunities for managers to move within the organisation
  • Introduction of new performance management process placed additional responsibilities on managers to effectively manage individuals and teams
The Solution
  • Development of a management development programme customised to the needs of the organisation
  • Interactive workshops delivered to address skills deficit and practically address the concerns and issues faced by managers
  • Customised mentoring support provided to those requiring one-to-one support
The Impact
  • Enhanced confidence of managers to deal with people issues effectively and in a timely manner
  • Strong network developed across the team
  • Practical solutions identified, implemented and reviewed throughout the programme
  • Encouragement to others to avail of the programme which has to date been successfully rolled out 3 times in one year (waiting list exists for the next programme)


NUI Galway Logo







Construction Industry

LEAP, case study

Business Advisor John Raftery

  • Extensive experience in Business Coaching and Personal Development.
  • Designed and delivered Personal Development Programmes
  • Held Senior Management Roles in Project Management, Business Management,
    Strategy & Planning, Manufacturing and Production.
  • Past lecturer in Operations Management for Irish Institute of Industrial Engineers

LEAP Experience

  • Involved in the Construction Industry and based in the North West of Ireland
  • Family owned business
  • Strong Managing Director (father)
  • New Managing Director (son) to take over the business
Situation Prior To LEAP
  • Lack of clarity between the roles for the father and son which was resulting in confusion and tension
  • Management team lacked clear responsibilities, objectives and measurements
  • Frustration for the son who believed his role was being undermined and unable to push through his vision
  • Leadership style needed to change to drive the business to the next level – acknowledged but lacked the ability to achieve this
LEAP Intervention
  • Facilitated sessions with the son and management team to clarify roles and objectives
  • Session with the father and son to define scope of responsibilities and to ensure behaviour boundaries were established
  • Strategic plan was developed by the management team which outlined how the management team would deliver on the aggressive targets set by the new Managing Director
  • Realigned responsibilities based on the new requirements of the business
  1. Clarity of roles been established reducing stress particularly for the father and son
  2. Performance measurements implemented resulting in adherence to agreed actions
  3. Positive momentum established with the management team
  4. Increase in sales (continued to be measured)



LEAP, case study, food industryFood Industry

Business Advisor Mike Gaffney

  • Leadership Director and founding Partner of LEAP
  • Developed substantial leadership programmes for owners and leaders of Irish companies
  • Speaker at national conferences on Leadership
  • Former MD of Eco-Sol Lite (Environmental Packaging Company)
  • Twelve years experience with Nortel Networks in Engineering, Materials Management, Finance and as a Lobbyist

LEAP Experience

  • A food company
  • Second generation family business in the South East, Ireland
Situation Prior To LEAP Engagement
  • Successful company, tipping along
  • A lot of inertia in the company with a concept of “We are doing well enough so why change?”
  • Owner wanted to make more of the business but was unsure as to why it was not happening
  • Lack of clarity regarding roles and responsibilities of key people
LEAP Intervention
  • Identified the owner as the cause of stagnation.
  • The company were trapped as they had achieved the old vision
  • Guided the business owner to develop a compelling new vision to move to the next level of performance
  • The Management Team galvanised by their participation in developing a practical, action-based strategy to support the new vision.
  • Re-defined roles, responsibilities and objectives for the key people in line with the new agreed vision
  1. The Business Owner. The Owner is now focused on what he is best at; securing large contracts. He is no longer involved in the day-to-day running of the business.
  2. The Management Team. Taking ownership for delivering the day-to-day business independent of the business owner.
  3. Business Performance and Sales. The business is now performing more efficiently and effectively with the management team taking responsibility for the performance of their own key areas.
  4. Within one month of completing the INSPIRE programme, the business increased annual sales by 25%.



LEAP, hospitality, case studyHospitality/ Service Industry

Business Advisor Tricia Cunningham

  • Management Development Specialist, General Manager and Founding Partner of LEAP.
  • Works with managers on a one-to-one basis or in groups to improve performance and effectiveness.
  • Organisation development specialist who has worked with for-profit, non-profit and government agencies in Boston, Massachusetts
  • Previously a training an ddevelopment specialist for BayBank, Boston (now Fleet Bank)

LEAP Experience


A group of leading nightclubs and bars in the South East of Ireland

Situation Prior To LEAP Engagement
  • Management team needed to take greater responsibility for the running of the business
  • An over reliance on the leadership team
  • Management team de-motivated, eager for greater challenges
  • Need to weed out non-performers
LEAP Intervention
  • Leadership team set the direction and objectives for the organisation
  • Management team developed clear strategies to lead their individual venues to success
  • Assessment provided on individual managers
  • Recommendations provided
  1. Strategic plans implemented by managers resulting in quantified cost savings (target set by leadership team)
  2. Change in management team based on assessment provided
  3. Improved motivation
  4. Issues with leadership team addressed resulting in more focused team



LEAP, case study, PRMarketing & PR Industry

Business Advisor Maureen Grealish

  • Business Development Specialist & Partner in LEAP.
  • Former Senior Strategic Project Manager of Standard Chartered Bank, Asia.
  • Former Senior Financial Manager, Hong Kong & Shanghai Banking Corporation.
  • Over fourteen years experience in Financial Management, Strategic Planning and Project Management.
  • Galway Network Woman of the Year 2006 for “Excellence in Professional Services.”

LEAP Experience

  • Young, dynamic Promotions and Media client in the South East of Ireland
  • MD built the company up from one person to five individual business units
  • Leadership Team of three people, including the founding MD
Situation Prior To LEAP
  • Business in reactive rather than proactive mode
  • Lack of direction – no plan for the future of the company
  • Lack of clarity regarding the roles and responsibilities of the key people in the business
  • Lack of understanding as to the future target market for the company and their needs
  • Little or no organisation of thought or action
  • Lack of “business formality”
LEAP Intervention
  • Facilitated sessions with the leadership team to develop and agree the Vision for the future of the business, the Business Objectives for the following year and Key Performance Indicators (KPIs) to measure the progress for the achievement of the Objectives
  • Clarification of roles & responsibilities of each member of the leadership team. These were aligned to the Personality Profile and Individual Strengths of each of the team
  • Action plans identified to achieve the Business Objectives with responsibilities assigned and timelines agreed
  • Ongoing support for the implementation of action plans
  1. Clear focus for the leadership team
  2. Huge positive momentum for the team
  3. Leadership Team spending more time “leading” and less time “doing”
  4. Each business has demonstrated increased revenue and profit
  5. The leadership team have learned the ability to plan ahead
  6. Customer satisfaction levels have increased



LEAP, case study, masonry industryMasonry Industry

Business Advisor Stephen Kelly

  • Systems Analysis Specialist and Management Consultant.
  • Former General Manager, IT Company.
    Consultants to organisations requiring immediate solutions to challenging circumstances.
  • Previous Project Manager of Multiple Projects, including the Outsourcing of the Software Manufacturing Function in Nortel Networks.
  • Lectured Business and Strategic Management in NUI Galway

LEAP Experience

  • Family run business supplying architectural, building, paving and cladding stone
  • Based in the North West of Ireland
  • Father running the business supported two sons responsible for production and sales and a financial controller
Situation Prior To LEAP Engagement
  • Strong owner running the business
  • Very successful sales function
  • Gaps in the production process
  • Brilliant business attitude exhibited by senior management
  • No clear management structure
  • Incomplete communications process
  • Overall lack of defined roles and responsibilities
  • No ownership of issues
  • No clear planning process
LEAP Intervention
  • A clear organisation structure with clearly defined roles & responsibilities established to provide the company with a platform to sustain growth into the future.
  • The process was started by working with the leader and the owners of the business functions to clearly establish a leadership function.
  • Based on the Vision and objectives outlined by the owners the Management Team embarked on the development of a strategic plan
  • The Management Team then initiated work on a communications process that would generate both individual and team awareness and ownership of tasks and issues
  • The management team engaged fully with the leadership function
  1. Positive momentum established with all participants
  2. Clarity of role and function was established providing clear ownership
  3. Coordinated effort was achieved though a combination of more regular communications and general awareness of being part of a larger whole
  4. An action plan has been agreed by all and is being implemented

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