What Our Clients Are Saying
Partnering on Emerging Leaders and Directors programs to build leadership capability at scale.
Working with the Founder and CEO on executive development and organizational leadership.
Supporting the CEO and executive team on building alignment and cohesion through a period of growth.
Working with the VP of Culture on company-wide culture programs that shaped how P.Terry's leads.
Equipping leaders to present and communicate with confidence across the organization.
What Changed For Our Clients: Case Studies
A fast-scaling technology company had promoted strong individual contributors into leadership roles. They were capable and committed. But as the organization scaled, gaps in the foundational skills of leading people became visible in engagement data and in the culture. Leaders were excelling at their functional work but had not been equipped with the fundamentals that drive team performance: setting clear expectations, developing the people around them, and building the conditions for engagement to thrive.
Leveraging Gallup research and her experience developing and scaling leadership programs at two fast-paced global technology companies, Vaishali built a structured leadership journey that equipped leaders with the CLEAR framework for expectation-setting and the IGNITE coaching framework. Leaders left with practical tools they could apply immediately with their teams.
A global insurance company had strong leaders operating in isolation. Each function performed. But the organization as a whole was losing value at the seams. Leaders did not fully leverage an understanding of the interdependence of their work. Decisions made in one function created friction in another, and the compounding cost to the business was significant.
Vaishali designed a facilitated journey built around systems thinking and value creation. Leaders mapped how their decisions rippled across the organization, identified where hand-offs were breaking down, and built a shared language for thinking about the whole. The work shifted the frame from "my function succeeds" to "the system succeeds."
A global insurance company had strong leaders operating in isolation. Each function performed. But the organization as a whole was losing value at the seams. Leaders did not fully leverage an understanding of the interdependence of their work. Decisions made in one function created friction in another, and the compounding cost to the business was significant.
Vaishali designed a facilitated journey built around systems thinking and value creation. Leaders mapped how their decisions rippled across the organization, identified where hand-offs were breaking down, and built a shared language for thinking about the whole. The work shifted the frame from "my function succeeds" to "the system succeeds."
A group of directors at a security company were individually strong. Together, they were not yet operating as a leadership team. Alignment was inconsistent, communication stayed siloed, and the lack of cohesion was felt by everyone who reported to them. The missing ingredient was not skill. It was shared practice: the habits of curiosity, information-sharing, and collective accountability that turn a group of leaders into an actual team.
Vaishali drew on research and data on team dynamics to help this group of directors examine how they were showing up with each other. The work focused on building the practices that high-performing leadership teams share: asking more questions before drawing conclusions, sharing information across boundaries rather than protecting it, and holding each other accountable to the collective direction, not just individual lanes.
Our Valued Clients | Collaborators | Partners
“A special thank you to our remarkable guest speaker, Vaishali Jadhav for sharing her valuable knowledge and insights at our Women of DuraServ event today! We appreciate you sharing your brilliance with us!”
Katy Chandler, Vice-President of Talent Management, DuraServe