Challenge
Our client, a highly regarded wealth management partnership, had recently secured major investment from a venture capital firm to accelerate growth through acquisition. The investor, familiar with the risks of scaling small, high-performing teams, introduced Gadby to the managing partner with a view to strengthening the top team.
The firm had a cerebral, data-driven culture—high in technical expertise but low on behavioural insight. While the partners were collaborative and high achieving, the managing partner was initially cautious about bringing in external psychological support. Nonetheless, he agreed to begin with an assessment of a preferred external candidate for a key leadership role: Head of Sales.
Solution
Our recommendation, following in-depth psychological assessment, was not to proceed with the external candidate. Despite an impressive CV, there were clear signs of status sensitivity and potential misalignment with the team’s egalitarian culture. This prompted the managing partner to reconsider an internal candidate he had previously dismissed. Our assessment helped him see the potential more clearly, and the internal appointment proved highly successful—both immediately and over time.
As trust grew, we were invited to support further senior appointments, including a Head of Operations. Again, our involvement provided useful validation and helped the managing partner build a cohesive, high-performing top team.
The next step came at the prompting of the investors: to invest in team development. Initially sceptical, the managing partner wanted to understand the value. We proposed a programme of work including personality assessments for all team members, a climate survey to explore shared values and perceptions, and the option for peer feedback. This data-driven approach appealed, and the work went ahead.
Impact
The team development session took place in summer 2022, just after Covid-19 restrictions lifted. Analysis revealed a commercially sharp, growth-oriented team with a strong entrepreneurial mindset—alongside concerns around diversity, succession and inconsistent experiences of teamwork.
The managing partner acted decisively. A new HR Director was appointed to lead on D&I and succession, and top team meetings were restructured to allow more open discussion of people-related issues. These shifts helped the organisation balance its drive for performance with a renewed focus on internal cohesion and communication.
By 2024, the firm’s culture had evolved significantly—and was formally recognised with a Sunday Times Best Places to Work award, highlighting a workplace where empathy and excellence went hand in hand.