Services
Three performance areas.
We start with the performance problem, not the training request. Sometimes the answer is manager capability. Sometimes it's commercial execution, unclear accountability or knowledge sitting with too few people. Sometimes it isn't a capability problem at all. We diagnose the constraint first, then build the intervention around what will actually improve performance.
01
Leadership Performance
Develop managers who can make good decisions, lead performance and take genuine ownership — without everything travelling upwards.
02
Revenue Performance
Make strong commercial performance repeatable, rather than dependent on a few exceptional people.
03
People & Capability
Build capability that belongs to the business, not to a handful of individuals.
Your last three hires may not have added the capacity you paid for.
When onboarding is thin, management is inconsistent and the working method sits in a few people's heads, each new person consumes capacity from the team before they return any. Output rises slower than headcount, the business reads that as under-resourcing, and hires again. The number worth knowing before the next hire is what the last three actually produced.
01
Leadership Performance
Develop managers who can make good decisions, lead performance and take genuine ownership — without everything travelling upwards. "Our managers need training" is sometimes right. But training won't fix unclear authority, weak accountability or managers who don't know what good looks like. We establish what's actually getting in the way, then develop the capability and management disciplines required to change it.
When this is you
- Strong individual contributors became managers without enough development.
- Management quality varies by manager rather than by standard.
- Coaching, accountability and performance conversations are avoided or inconsistent.
- Senior leaders need to move from tactical management to strategic leadership.
What we work on
- Manager and leader development at the stage each person is actually at.
- Coaching, feedback, accountability and performance conversations.
- Leadership standards, expectations and operating rhythm.
What changes
- One visible standard for how people are led here.
- Managers reinforcing that standard without us in the room.
- Less senior time spent recovering work that should not have escalated.
02
Revenue Performance
Make strong commercial performance repeatable, rather than dependent on a few exceptional people. When revenue isn't where it needs to be, hiring more salespeople can look like the obvious answer. But more headcount won't fix poor conversion, weak pipeline, inconsistent sales capability or ineffective management. We find where performance is leaking, then improve the capability, coaching and commercial disciplines behind it.
When this is you
- Performance is carried by a handful of people rather than the team.
- Pipeline is created inconsistently, or converts unpredictably.
- New revenue hires take too long to reach full contribution.
- Sales and recruitment leaders manage the number instead of the behaviour behind it.
What we work on
- SDR, BDM and consultant capability; prospecting and pipeline creation.
- Positioning, commercial conversations, negotiation and conversion.
- Sales leadership and coaching of revenue-generating teams.
What changes
- A clear read on where revenue performance was actually leaking.
- Consistent commercial behaviour across the team, not just the top quartile.
- Leaders coaching to the behaviour, with tools that outlast the project.
03
People & Capability
Build capability that belongs to the business, not to a handful of individuals. Growth gets expensive when knowledge lives in people's heads, new hires take too long to contribute and development happens inconsistently. We build the frameworks, career pathways, onboarding, standards and development infrastructure that make capability repeatable — and connect it to what the business is trying to achieve. Fractional senior people leadership is one option where a permanent CLO isn't yet justified, applied to the commercial plan rather than the training calendar.
When this is you
- Growth is outpacing internal people and capability infrastructure.
- Learning activity exists, but nobody owns it, connects it or measures it.
- Capability is a board-level risk before a full-time CLO is warranted.
What we work on
- Fractional CLO support, capability strategy and people strategy.
- Capability frameworks, career pathways and talent acquisition strategy.
- Learning infrastructure, measurement and external provider strategy.
What changes
- A capability strategy tied to the commercial plan.
- One owner for standards, spend and provider decisions.
- A function that holds without a permanent senior hire.
The output of a manager is the output of the organisational units under his or her supervision or influence.
Andrew S. Grove, High Output Management
A manager's job isn't simply to perform well themselves. It's to improve the performance of the people around them. That's why we look beyond individual capability. We examine the standards, decisions, conversations and management habits that determine how the team actually performs.
How we engage
One engagement model, whichever area you start in.
A capacity problem and a capability problem look the same from the outside, and the difference between them usually costs a few hires. Some constraints are obvious; the expensive ones have just become normal. We establish what is genuinely holding performance back before anyone commits to a solution.
What follows is one focused project against a clear performance outcome, addressing every cause that outcome depends on. Not a report you file away, and not an open meter of consulting days.
Projects are priced on scope, complexity and what solving the problem is worth to you, not on a count of training or consulting days.
01
Diagnose
Start with the performance problem you can see. Establish what's causing it, what else it is affecting, and where intervention will make the greatest difference.
02
Prescribe
Turn the diagnosis into a focused Performance Project, typically 6–12 weeks. The scope may address several connected causes, but they all lead back to measurable business outcomes.
03
Implement
Make the change happen. Develop managers, leaders or commercial teams; put the right tools, standards and operating rhythms in place; and measure whether performance is moving.
04
Embed
Where useful, stay involved to make sure the improvements hold, old dependencies don't return and the next constraint is identified early.
What you keep
Practical assets, not a slide pack.
We do not hand over a set of recommendations and leave you to implement them. Every project is built so your managers can run it without us, which means the working parts stay behind: the tools they use weekly, the measures they are held to, the rhythm the standard lives in. The change ends up in how the business runs rather than in a document nobody opens.
- Manager tools and conversation guides
- Playbooks and frameworks
- Scorecards and measurement
- Coaching and observation templates
- 30/60/90-day plans
Start with what needs to perform better.
Bring us the performance problem. You will leave the first conversation with a clear read on what is causing it, what it may be sitting on top of, and whether Untether is the right practice to solve it.
Book a diagnostic conversation