Culture and performance are connected
A new strategy changes little if decisions remain slow, teams defend competing priorities or leaders send different signals. Culture becomes visible in the way the organisation allocates resources, handles disagreement and holds itself accountable.
I work with boards, CEOs and executive teams to connect leadership behaviour with the commercial change required. That means understanding the real constraints, making the direction clear and changing the conditions in which people work.
The objective is a business with stronger leadership and the capability to deliver its next stage of performance.
Transformation grounded in executive experience
At Open Colleges, I led a turnaround involving leadership renewal, financial recovery and a substantial change to the operating model. At Open Universities Australia, I worked across multiple businesses, new digital propositions and the development of commercial and delivery capability.
These assignments required attention to both the business model and the people responsible for it. A leadership team must understand the choices, communicate them credibly and build confidence through consistent action.
Former managers, peers and direct reports describe my ability to combine commercial judgement with clear direction, trust and the mobilisation of teams. Their accounts also recognise the energy and urgency required to move complex work forward.
Agile practices applied to business execution
My experience includes the practical application of Scrum, Kanban and Agile ways of working to digital delivery and business transformation. I use these approaches to clarify priorities, make work visible, shorten feedback cycles and strengthen accountability.
The value lies in better decisions and delivery: a team that understands the outcome, a clear owner for the work, manageable commitments and a regular opportunity to inspect progress and adapt.
This discipline is useful beyond technology teams. It can improve how marketing, operations and executive teams coordinate around a shared commercial priority.
“Jose is an exceptional leader with a real talent at harnessing agile work practices and building business lines from scratch with great success.”
“Jose has a fantastic ability to rally the team, get them working together, and focus them on a purpose.”
Selected excerpts from LinkedIn recommendations · View my public profile
Leadership alignment and capability
An engagement may involve aligning the executive team, clarifying decision rights, renewing the performance rhythm or supporting leaders through acquisition, restructuring or ownership change.
I combine direct challenge with an understanding of the people affected. Clear expectations, respectful communication and the development of the next leadership layer are part of making change sustainable.
Where appropriate, coaching and facilitated leadership work support the operating changes. The business agenda provides the context and the measures of progress.
A clear direction and visible progress
We establish the performance challenge, the leadership decisions it requires and the behaviours that must change. The resulting work connects the strategic ambition with responsibilities, priorities and evidence of progress.
The aim is lasting organisational capability: a stronger leadership team, more effective coordination and a business able to act with greater clarity and pace.
A published perspective on talent
My contribution to Curatal’s Emerging Paradigms in Talent Acquisition explores organisational fit, candidate experience, onboarding and expectations at different career stages.