People work connected to business outcomes.

Business context

The Canadian business was rebuilding after COVID and beginning an ambitious five-year growth plan. It needed stronger management capability and a more stable workforce to support the next stage of growth.

The facts

Frontline turnover was too high, manager effectiveness needed to improve, and the organization needed a more disciplined approach to performance and talent as the business grew.

The response

Working directly with the Canadian leadership team, Aaron helped translate the five-year business strategy into a focused People plan centred on manager effectiveness, performance and talent, and practical retention and workforce actions.

Business context

Critical management roles were going unfilled, contributing to operational breakdowns and customer service failures. Compounding the problem, employees were at times being promoted into management roles before they were ready.

The facts

The market needed a stronger internal leadership pipeline and a more disciplined way to identify and develop talent before vacancies became urgent.

The response

Aaron partnered with market and store leaders to implement and facilitate talent and succession planning across the market, identifying internal talent, building skills and creating pathways into management.

Business context

A local regulated business that had generated approximately $40M in annual revenue at its peak was under significant financial and organizational pressure. Turnover had reached approximately 60%, cash was constrained and serious health-and-safety risks had emerged.

The facts

Required safety training and compliance were materially below acceptable levels, unsafe practices were occurring, and staffing and labour costs were not sufficiently aligned to what the business actually required.

The response

Partnering directly with the CRO, VPs and operational leaders, Aaron helped stabilize two immediate risks: safety and labour cost. He identified unsafe practices, launched a concentrated health-and-safety training and remediation blitz, and reassessed staffing requirements and the labour model against the work the business actually needed done.