Turn strategy into behavior at speed, activating the full potential of your people and transforming how your organization grows.
In a fast-changing world, execution is everything
Your strategy is strong. But strategy alone doesn’t create competitive advantage; execution does.
And today, the gap between strategic intent and strategic action has never been more costly.
Markets shift in weeks, not quarters. Customer expectations evolve overnight. Competitors don’t just move fast; they accelerate.
In this reality, the leaders who win aren’t the ones with the best plans, but the ones who can mobilize people to act with clarity, alignment, and speed. RESET Leader transforms teams from strategy planners into strategy activators.
We surface the hidden growth barriers that slow organizations down; hesitation, misalignment, feedback avoidance, risk aversion, execution fatigue and help teams replace them with the behaviors that enable ownership, responsiveness, and momentum.
Because in today’s world, the best strategy is the one your people can execute; consistently, together, and at pace.
From strategy on paper → strategy in action
What our clients are saying
President Retail & Americas
Head of Sales Foods BeNeLux
“The gap between strategy and execution is where performance dies. RESET Leader builds the bridge so teams can adapt, align, and execute fast.”
— Mesut Celebi, Author RESET Leader
Our Flagship Programs
Built to align leadership, mobilize teams, and turn strategy into action.
Turning Mindset Into an Engine for Execution Across a Multi-Region Business Unit
The Starting Point: Structure Alone Wasn’t Enough
A global dairy and nutrition company had launched a long-term strategic programme to sharpen its portfolio, simplify operations, and strengthen execution across its businesses.
For one large, multi-region Business Unit spanning Europe and the Americas, this meant more than a new structure or clearer targets. Leadership recognised early on that without a fundamental shift in how people thought, acted, and led, structural change alone would not deliver the ambition.
The question wasn’t whether the strategy was right. It was whether the organisation was ready to operate differently enough to make it real.
A Reset at the Top
The transformation began where it mattered most: the Business Unit leadership team.
Rather than cascading change immediately, the leaders first focused on their own behaviours and operating rhythm. Together, they:
- Surfaced legacy habits slowing down decisions and collaboration
- Defined a clear Mindset Mission to role-model new ways of working
- Embedded simple, repeatable practices around feedback, learning, and risk-taking
This was not a culture programme running alongside the business.
It was a reset of how leadership showed up in real work, under real pressure.
Four Operating Companies. Four Urgent Contexts.
As the mindset shift took hold at the top, it spread across the Business Unit — not through rollout, but through local urgency.
Each Operating Company faced a distinct strategic challenge.
Each required teams to think and act differently to succeed.
Central Europe Operating Company
Rebuilding Momentum Through Focus and Adaptability
This team was navigating a major strategic shift while operating in a highly competitive environment. After several years of organisational change, energy was stretched and capacity constrained.
To succeed, the team needed to:
- Regain momentum
- Increase decision speed
- Strengthen collaboration with fewer resources
Mindset became a critical enabler — helping leaders and teams focus on what they could control, learn faster, and move forward together despite pressure.
Americas Operating Company
From Complexity to Shared Ownership
The Americas business had grown over time into a complex operating model. A new strategic direction required simplification, clearer priorities, and stronger partnerships.
The real challenge wasn’t technical — it was behavioural:
- Letting go of individual workarounds
- Building trust across functions
- Replacing heroic effort with shared ownership and clarity
The mindset work helped teams move from personal problem-solving to collective execution.
South West Europe Operating Company
Accelerating Change Through Collective Commitment
This Operating Company faced the need for a fundamental reset. Leadership responded by aligning around a bold multi-year transformation agenda — focused on simplifying the portfolio, improving operational effectiveness, and strengthening data-driven decision-making.
By shifting how leaders worked together, the team accelerated progress dramatically — delivering change faster than anticipated by staying focused, aligned, and disciplined in execution.
A Specialized Business Unit
From Reactive Delivery to Proactive Value Creation
This business unit’s challenge was reinvention. To grow sustainably, the team needed to move beyond responding to demand and start shaping it — taking greater ownership of the value chain and building deeper, longer-term partnerships.
The mindset shift enabled leaders to:
- Think more strategically
- Take ownership end-to-end
- Move from short-term transactions to long-term value creation
What Happened Inside Teams
Across all four Operating Companies, a consistent pattern emerged:
- Leaders directly coached and supported teams as new habits formed
- Everyone started with a personal mindset assessment
- Teams ran live experiments on how they met, decided, and delivered
- Weekly rituals made behaviour change visible and sustainable
- Accountability shifted from top-down pressure to shared ownership
Mindset became practical — something teams could use, not just talk about.
The Impact
Across the Business Unit:
- Hundreds of leaders and team members engaged across multiple regions
- Mindset shifts tracked through measurable growth indicators
- Growth practices embedded across leadership, sales, and operations
- Teams became faster, clearer, and more confident in executing change
As one leader put it:
“We didn’t just get a new structure.
We got a new way to deliver on it.”
This case has been anonymised and reflects aggregated insights across multiple leadership teams within a European and Americas Business Group of a global dairy and nutrition company.
Resetting Leadership Mindset Across a European Business Group
The Context: Leading Change Inside a Global Foods Organisation
The Foods business of a global consumer goods company was at a pivotal moment.
Operating across multiple European markets, the Business Group had set out a clear ambition: increase responsiveness, strengthen execution, and build leadership teams capable of navigating constant change.
To accelerate this shift, a new senior leader was appointed to lead the European Foods Business Group. The strategic direction was clear, and expectations were high. At the same time, leadership teams across the organisation were adjusting to new roles, new responsibilities, and evolving ways of working.
What had driven success in the past — deep functional expertise, strong individual ownership, and proven operating models — was no longer sufficient on its own.
The challenge was not talent or commitment. It was adaptability at scale.
A Shared Leadership Challenge Across the Business Group
Although each market operated in a different context, several common patterns emerged across leadership teams within the Foods Business Group:
- Leadership teams largely composed of people new to their roles
- Strong individual accountability, but limited collective ownership
- A heavy focus on operational delivery, leaving little space for learning
- Decision-making that slowed in the face of uncertainty
- Collaboration that worked within functions, but struggled across them
These patterns were not unique to one country or one team.
They reflected a broader leadership challenge faced by many global organisations:
How do leadership teams evolve their mindset and habits to match a rapidly changing business reality — together?
The Approach: A Connected Leadership Journey
Rather than launching a single, top-down intervention, the Business Group chose a different path.
Over a defined period, four interconnected leadership programmes were delivered across the European Foods organisation. Each programme was tailored to the local context, while aligned around a shared ambition:
- Build collective leadership capability
- Increase comfort with uncertainty and change
- Embed growth mindset as a practical way of working
- Strengthen collaboration across roles, functions, and markets
Together, these programmes formed a coherent leadership journey — not isolated events.
The Journey Across Four Leadership Teams
European Business Group Leadership Team
From individual excellence to collective leadership
This senior leadership team brought together leaders from across the region, many of whom were new to their rolesfollowing a period of transition. Individually, the team was highly capable. Collectively, trust, alignment, and shared ownership were still forming.
The leadership challenge was clear:
If this team could not model new ways of working, the rest of the organisation would struggle to follow.
Through a 14-week Growth Mindset Accelerator, the team focused on:
- Moving from individual optimisation to collective success
- Increasing comfort with not having all the answers
- Strengthening feedback and constructive challenge
- Embedding learning and experimentation into real business decisions
What shifted:
The team evolved from a group of strong individual leaders into a cohesive leadership unit. Members became more open, more aligned, and more willing to support each other through uncertainty — setting a new standard for how leadership showed up across the Business Group.
Regional Leadership Team (including an adjacent business unit)
From parallel teams to shared momentum
This leadership group operated across multiple business entities and functions, each with its own priorities and rhythms. While collaboration existed, it was often transactional rather than truly integrated.
Leaders recognised that without stronger alignment, strategic ambitions would continue to stall in coordination challenges and functional friction.
The programme focused on:
- Letting go of “doing it all myself” leadership patterns
- Creating shared rituals for decision-making and accountability
- Increasing cross-functional trust and openness
- Shifting focus from short-term fixes to longer-term impact
What shifted:
The team began operating as a single leadership unit rather than a collection of functions. Difficult conversations happened earlier, decisions became clearer, and ownership of outcomes was increasingly shared.
Extended Leadership Team in a Major Market
Setting a new leadership tone in a changing environment
This one-day Ignite session brought together an extended leadership team at the start of a new leadership chapter. The market context was demanding, and the team was under pressure to respond faster and more decisively.
At the same time, legacy habits — perfectionism, hesitation, and limited feedback — were slowing progress.
The session created space to:
- Surface shared growth barriers
- Align on new strategic priorities
- Establish norms for feedback and decision-making
- Encourage experimentation over waiting for certainty
What shifted:
Leaders named patterns that had previously gone unspoken. They left with a shared language for addressing challenges and a renewed commitment to learning fast together, rather than waiting for perfect answers.
National Leadership Team in a Complex Market
From functional strength to end-to-end ownership
This leadership team was characterised by deep expertise and strong functional accountability. However, increasing complexity in the market required faster, more integrated responses.
Under pressure, leaders had defaulted to familiar processes and cautious decision-making — limiting speed and innovation.
The programme focused on:
- Building psychological safety
- Increasing transparency and feedback
- Strengthening collective accountability
- Shifting from analysis-heavy decision-making to action-oriented learning
What shifted:
The team moved from operating in functional silos to taking shared ownership of outcomes. Feedback became more direct, decisions clearer, and leaders more confident in acting together under uncertainty.
What Changed Across the Business Group
Across all four programmes, a consistent pattern of change emerged:
- Leaders became more aware of how mindset shaped behaviour
- Teams developed shared rituals that reinforced new ways of working
- Feedback became more timely, direct, and constructive
- Collaboration shifted from coordination to co-creation
- Accountability moved from individual protection to collective ownership
Growth mindset stopped being an abstract concept and became a practical leadership capability, applied in day-to-day decisions, meetings, and moments of tension.
The Impact
Rather than delivering isolated interventions, the connected programmes helped establish a new leadership baseline across the European Foods Business Group:
- Stronger alignment across leadership teams
- Faster, clearer decision-making under pressure
- Increased adaptability in the face of uncertainty
- A shared leadership language rooted in learning, ownership, and progress
The result was not just better teamwork — but leadership teams better equipped to lead through ongoing change.
This case has been anonymised and reflects aggregated insights across multiple leadership teams within a European Foods Business Group of a global consumer goods company.
Make Strategy Matter
Powered by diagnostics. Activated through the RESET Leader OS.
Growthstars uncovers the specific mindsets and behaviors that hold individuals and teams back — and the mindsets that drive adaptability, ownership, and growth.
Our diagnostic tools surface precise growth barriers, show which mindset shifts unlock progress, and track how teams move from barriers → enablers over time.
RESET Leader OS turns these insights into coordinated action: clarity → alignment → new habits → consistent execution at speed.
It’s how organizations build responsiveness, resilience, and momentum — at scale.
Leadership Team
We are operators who have led transformation inside and alongside Fortune 500s. RESET was built from real-world strategy execution, not classroom theory.
Drives organisational transformation by igniting the mindset shifts that unlock human potential and turn strategy into high-speed execution. As the author of RESET Leader, he helps executives navigate fast-changing environments with clarity, adaptability, and purpose.
Builds the operating rhythms, behaviours, and team dynamics that translate strategic priorities into consistent, scalable performance.
Shapes the technology, diagnostics, and data infrastructure behind RESET Leader OS, enabling measurable, repeatable, mindset-driven execution.
Ready to remove the barriers slowing your strategy down?
Book a RESET Insight Call and explore how RESET Leader helps your teams align, adapt, and execute faster — with clarity and confidence.