Business Impact
Turner International transforms the world of business by empowering teams to thrive amidst complexity.
Rather than focusing solely on structural design or individual development, we work at the level where people, process, and purpose intersect. Our systemic approach helps organisations unlock collective capability, align decision-making with strategy, and build cultures of collaboration and accountability.
Whether guiding executive leadership through cultural change, unifying cross-functional teams, or equipping leaders with the tools to foster long-term adaptability, we support organisations to evolve their people and ways of working.
The result? High-performing teams that deliver measurable business outcomes, improved stakeholder engagement, and a meaningful return on investment—all while making the complex simple.
25
years in the industry
120
diverse industries
22
different countries
From Silos to Synergy.
Organisational development 2-year cultural change initiative using systemic team coaching in the Utilities & Energy Sector
Context: Interdepartmental functioning was in decline resulting in stakeholder mismanagement, relational breakdown and loss of funding from investors.
Solution: Systemic team coaching beginning with 1-1 interviews, stakeholder and influencer mapping, strategic horizon planning integrating board alignment, individual coaching and leader as team coach skills training.
Impact: Over a 2-year period, we had the privilege of providing team coaching that resulted in enhanced knowledge sharing between executives, not just within their own organisation, but across the renewable energy industry. Our approach centred on team coaching with supplementary individual coaching, that supported the adoption of a teaming leadership style. As a result, these executives were able to promote inter-organisational sharing of resources, knowledge, and systems, as well as increased project funding and improved infrastructure. We are grateful for the opportunity to have played a part in shaping this future industry.
Clarity Drove Collective Wins.
Executive leadership team coaching in the Fast moving consumer goods (FMCG) industry.
Context: This long-established in-tact executive leadership team (ELT) wanted ways to freshen their decision-making and overcome their traditional cognitive biases.
Solution: Action learning and team coaching.
Impact: The executive leadership team (ELT) adopted a collaborative project and budget management approach that prioritised transparency and accountability. By sharing information and resources across departments, the team was able to identify areas where funds could be more effectively allocated, resulting in a greater overall value of the organisation's annual spend. This approach encouraged interdepartmental collaboration, fostering a more cohesive and integrated organisational culture.
Culture Led Care.
Team coaching and teams of teams integration in Residential aged care.
Context: As part of their commitment to delivering exceptional care, a newly formed executive leadership team (ELT) sought to establish a shared purpose, consistent ways of working, and a strategy applicable across all projects and functional teams.
Solution: Over 6 years, 8 teams engaged in tailored team coaching sessions to clarify organisational values and build shared understanding of how to embed them across the business. These sessions—facilitated by internal and external providers—were designed to address complex social and political dynamics in a multicultural context.
Diagnostics at individual and team levels identified focus areas, allowing each team to receive coaching relevant to their specific challenges and objectives.
Impact: The coaching fostered stronger brand efficacy, improved resident care, and enhanced relational engagement, with staff actively living the organisation’s values. Teams gained clarity on purpose and focus, supporting compliance with new legal conditions and improving staff retention. Executive functioning, accelerated culture change, and boosted staff engagement was strengthened and Incident claims reduced as the organisation became better equipped to meet the demands of its complex environment.
Co-creating a Learning Culture.
Develop organisation wide leadership capability and capacity in the Management Consulting Industry.
Purpose: To enhance capability and move toward a learning culture
Project: As a prominent management consulting firm, maintaining excellence necessitates both leadership and resilience to consistently provide professional service to clients, while maintaining a culture of service. To tackle this challenge, we worked in collaboration with the client’s internal HR team and one of our strategic business partners to co-develop a 10-year project plan aimed at advancing their senior consultants, project leaders, principals, and partners.
The leadership development strategy comprised training in change management, emotional intelligence, executive presence, women's leadership, resiliency, executive and team coaching, and leader as team coach. Additionally, an internally-run consultancy program centred on goal-setting and achieving outcomes, as well as organisation-specific development days, were also implemented.
Impact: The initial project outcomes included heightened self-awareness and management and leadership capabilities, with leaders adopting a coaching approach to enhance their teams' performance and relationships with clients. The project also cultivated a more robust learning culture within the organisation, which continues to evolve.
Universal Language of Leadership.
Client: Country Manager of USA-based multi-national. Information and Communications Technology (ITC)
Purpose: Supporting the English as a second language client after a recent internal promotion now responsible for restructuring the sales team throughout Australasia during an Asia-Australia politically strained period.
Impact: Coaching supported this leader to work cross-functionally with business units in Thailand, China and the USA to develop a ‘best practice’ sales approach, garnering much needed domestic respect and exceeding budget in first year by 30% despite currency fluctuations and trading issues with China. The restructure was viewed positively by the business and the remaining staff largely retained.
From Trigger to Anchor.
Client: A General Manager with a small team of 40. Finance and Banking Industry
Purpose: Self-regulation of ‘short fuse’ under pressure
Impact: Self-awareness and personal management fostered accountability resulting in a promotion to an Executive GM role leading a team of 455 people. The newly appointed EGM became a ‘safe pair of hands’ throughout a well-publicised merger and acquisition, securing an (undisclosed) larger than expected shareholder profit and strengthening the divisional capacity. Stakeholder management, in-the-moment feedback and team leadership featured in the engagement.
From Pressure to Presence.
Client: A female General Manager of National Contracts for Australia’s largest transportation company
Purpose: Increase confidence in working with the ‘blokes who drive the big rigs’ and their leaders.
Impact: Successful management of contractual negotiations during a union strike and working with multiple stakeholders to craft a new agreement, while maintaining poise working for a boss who was affectionately known as ‘the pitbull’ in the business.
WHAT PEOPLE SAY
Working together.
Explore our comprehensive service offerings by downloading our latest prospectus, an essential resource for your team. Inside, you'll also find our 9 Key Attributes— a transformative framework for co-creating an organisation of the future. Partner with us to unlock simplicity in your organisation.