Refound is a people leadership development company specializing in culture change through accountability and self-development within high-growth organizations. It's mission is to place human connection and the professional development of employees at the core of every business’ plan for successful growth.
Whether it is self-paced online courses, small-group peer sessions, or one-on-one executive coaching, Refound offers leaders at every organizational level a right-sized modernized approach to leadership development to build shared language, values, and systems of accountability and feedback throughout an organization.
-Allan Swan, President, Panasonic
-Michael Varshavski, VP of Operations, Cybercube
-Emily Couey, VP of People, Illumio
-John Gillen, SVP, Learning & Development, JS HELD
Traditional approaches to leadership development often fail to produce meaningful results because they focus on the individual, ignoring the team structures, relationships, expectations, and roles that shape daily organizational performance.
Our research revealed that leadership is a team skill, not just an individual one. Leadership is highly situational, dependent on strong interpersonal relationships. And because of this, people revert back to their old behaviors when their environment doesn't change as well.
To create lasting behavior change, we had to shift from individual to team-centric leadership and take a holistic approach to creating behavior change.
-CHRO, large tech company
-Server, Chicago
Refound gives clients a validated and vetted leadership program to support their high growth objectives. One they can roll out quickly across all levels of the organization, creating shared language, values, and behaviors around leadership.
From high-touch coaching to small-group peer cohorts and self-paced Academy courses, Refound offered clients the right level of touch and scalability to meet the needs and experience levels for leaders at all levels.
Refound’s layered approach also meant leaders weren't being trained in isolation. Instead, every layer was designed to interface with other layers through exercises, guided converstations, and three-way coaching sessions.
As the first product and design hire, I joined Refound to productize the company, transitioning it from a consulting to a product-led company.
I led product strategy, product development, and built the company's product and design functions and teams. By the end of my tenure I oversaw marketing, sales, and operations to lead the company's overall business strategy.
When transitioning a company from service to product, resist the urge to do blue sky development. This will be extremely hard to get traction when it’s not the main revenue source for company. Product development needs to be incremental based on current needs of the business and built on the business's current capabilities. Focus instead on opportunities to productize current moments of the experience or productizing the service itself.
Spend more time focusing on the right client and the right problem to solve than the solution when transitioning a company from consulting to product. You'll need to shift internal culture from saying yes to all customer problems to focusing on the right one to solve.
When building on a service or consulting offerings, feedback cycles can be too long for product development. Resist the urge of your team to overly focus on the feedback from individual clients and find ways to increase the feedback loops in your product either through advisory committees or friendly testers.
Work on productizing one product at a time for one target client at a time. Don't move on to other products until this one is viable and you have the resources to adequately develop multiple products.
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Building a two-sided marketplace for talent and restaurants.
COMING SOON
Transforming a consultancy into a product-led business.
COMING SOON
