Trusted by professionals from
The approach
Develop leaders by solving real problems.
Leadership development does not have to happen separately from the work.
We use the problems leaders are already facing as the context for development.
- 01Diagnose
Understand the situation and where the problem actually sits.
In practice
Team performance was falling short. Directors kept shifting goals when talking to team leads, creating confusion about priorities.
- 02Define
Get specific about what needs to change.
In practice
Directors need to align on priorities and maintain focus despite an uncertain business environment to maintain productivity.
- 03Intervene
Design the smallest, most impactful response.
In practice
A facilitator supported directors end meetings with clear decisions, owners, and milestones, developing directors on the job.
- 04Embed
Work with the real situation, learn from what happens, and adjust.
In practice
The facilitator joined weekly meetings for three months, supporting ongoing practice, feedback, and adjustment until the new approach became routine.
The business problem gets solved. Leaders build their capacity to handle what comes next.
Leadership alignment while scaling
Roadmunk brought Ingo in to build stronger alignment across its C-suite as the company scaled.
“Ingo helped me discover what my other team members thought was important to the business… none of which I knew.”
“It’s important to have an outside voice who can help expose patterns and habits that may be playing out subconsciously. … That helped me empathize more deeply with their challenges and understand where support is needed.”
Where it shows up
The leadership challenges that show up as business problems.
Execution is too slow
- Managers don’t make decisions without senior approval.
- Accountability for outcomes is unclear.
- Leaders avoid difficult conversations.
- Teams escalate problems instead of solving them.
AI adoption is stalling
- Leaders haven’t aligned on how AI should change the work.
- No one owns the transition from experimentation to implementation.
- Managers aren’t equipped to lead the change.
- Teams are unclear about new roles and expectations.
Performance is falling short
- Managers aren’t addressing underperformance.
- Expectations aren’t being translated into clear commitments.
- Feedback is inconsistent or avoided.
- Leaders struggle to create real accountability.
Growth is outpacing leadership capacity
- New managers haven’t developed the skills the business now requires.
- Decision rights haven’t kept pace with growth.
- Leadership teams aren’t aligned on how to work together.
- Senior leaders continue to carry responsibilities they need to hand over.
Shared values for the next stage of growth
Nudge Rewards brought Ingo in to define the values that would guide the company through its next stage of growth.
“For any CEO that is looking to ensure alignment of their team, I recommend working with Ingo.”
“Ingo helped us to have a constructive and thoughtful conversation at all levels through which we now have a set of values that are grounding the team in a set of shared beliefs.”
Facing something similar? Tell me what is happening.
30-minute conversation
About
Why I do this work
I first became interested in people problems while working as a consultant.
I saw good business decisions with clear benefits get delayed, diluted, or abandoned because the people involved could not align, communicate, or work through the issues standing in the way.
I wanted to understand why.
That question led me to pursue a PhD in Management & Innovation, where I studied how organizations adopt new ideas and change the way they work.
Since then, I’ve spent 15+ years working with leaders and teams across business, education, and innovation.
Today, I bring that research together with practical experience to help leaders solve the people problems that get in the way of the business.
PhD in Management & Innovation · ICF-certified coach
Is a people problem getting in the way?
Let’s talk it through and figure out what will help solve it while developing the people involved.
30-minute conversation