Form Function

01 · Set direction

FormWhat we stand for, and who we are

Most teams can’t say why they exist in a way everyone agrees with. One day in the room fixes that, and you leave with it on a single page.

ForTeams that have grown fast, merged, or lost the thread of why they’re here. Leaders stepping into a bigger role.

In personOne day for a team. Three 90-minute sessions for a leader.

02 · Build the engine

FunctionHow the work actually gets done

Good people stuck in bad process burn out quietly. We map how the work really flows, fix the handoffs that hurt, and the team writes its own rules.

ForTeams where everyone is busy and nothing feels finished. Anyone who has said “whose job is this?” more than once this month.

In person or onlineHalf a day to a day. Teams of 3 to 15.

03 · Keep it alive

FlowSo it still holds in six months

Most away days are forgotten by Friday. Flow is the rhythm that stops that: short check-ins that keep the change honest.

ForTeams that have done the work and want it to stick. Leaders who want a sounding board, not a training course.

Online1 to 1 coaching and 60-minute pulse sessions. Quarterly, or as needed.

The kit

Every session is built from tools like these. Simple to run, hard to forget, and every one of them produces something you can pin on a wall.

Little Boat

Where the team is heading, who is rowing, and what is weighing the boat down. On one sheet, in 40 minutes.

Culture Cards

Pick the five behaviours you would hire for. Argue about the sixth. That argument is the culture.

I Like, I Wish, I Wonder

Three columns that turn a moan into a brief. Works for a team, a process or a brand.

Red and Blue Ball

A fast game about time. Red is the work that gets noticed, blue is the work that keeps the lights on. Most teams are surprised.

Time Capsule

Seal the team's hopes for the next year. Open it together when the year is up.

SCARF and TERA

Why change lands badly, and what to do about it. Status, certainty, autonomy, relatedness, fairness.

Ikigai Map

For leaders stepping up: what you love, what you are good at, what the role needs. The overlap is the plan.

Team Charter

Roles, rituals, how we decide and how we disagree. Written by the team, not for it.

Process Map

Draw how the work really flows, find the handoffs that hurt, fix those first.

Objectives and OKRs

Turn a big aim into three things to move this quarter, with a number on each.

Pulse Check

Six questions, every quarter. Watch the trend, act on the dip.

Away-day Energisers

Short, physical, slightly daft. They do more for trust than a round of introductions ever will.

What does your team need most?

Score your team in under a minute and see where you stand. Then send me your map for a personal read on where to start.

We know what we stand for and could say it in a sentence

Roles, rituals and how we decide are clear to everyone

Our leaders coach people, not just manage the work

We regularly stop, look at how we work, and change it

Get the direction clear and the rest gets easier. Start with Form

I’ll reply with a short read on where your team should start. No charge, no follow-up unless you want one.

Tell me what you’re wrestling with

Two or three partnerships a year, alongside my day job as Head of Brand at the University of Leeds. We start with a 30-minute chat, no charge.

In their words

Because of coaching with Lee, I was able to clarify the options, reality check the assumptions I had made and make a clear set of decisions on my career path.

Viv Craske · Coaching client. Retail media consultant and author

The devil is in the detail and this is where Lee shines. From leading pitches to leading teams, coupled with an acute appreciation as to how all of the elements feed into the broader vision, I cannot recommend Lee highly enough.

Jason Kidd · Founder, Outcast Brands

We’ve worked on a range of proposition development and brand work over the years. He’s got that rare mix of being technically brilliant at what he does … but also just great at getting people talking and bouncing ideas around.

Peter Macdonald · Head of Marketing, Business Engagement

He has a real knack for blending structured approaches with creative thinking … Lee knows how to bring people together, build culture, and move things forward in a positive way.

Alexandra Wilson-Roebuck · Brand Manager, University of Leeds

What I remember most was how Lee led with an infectious positive attitude and supported people through any uncertainty … it inspired confidence in us all and it created a space that allowed our ideas and creativeness to thrive.

Oliver Campey · Graphic Designer, University of Leeds

Form.the vision, values and plan your team can get behind.Function.as a high-performing team, with clear roles and a plan everyone owns.Flow.with regular coaching, clear objectives and time to reflect.