Industry: Wine production

Scope: Founders, executive leadership, and management team

Context

The company, a SME, was experiencing strong growth, creating the need for clearer organizational structuring to support its continued development.

At the same time, the founders wished to gradually transition from operational roles to more strategic positions, particularly in relation to commercial and marketing development.

This evolution required a redefinition of roles, strengthened governance, and the development of leadership capabilities within the organization.

The challenge

The objective was twofold:

• To support the founders’ transition toward more strategic roles aligned with the needs of the evolving organization

• To structure the organization and strengthen leadership capabilities in order to sustainably support growth

Key areas of focus included:

• Clarifying the strategic vision and target organization

• Structuring roles, responsibilities, and governance

• Developing leadership skills within the management team

My role

As coach and consultant, I supported the founders and leadership team through a comprehensive organisational structuring and leadership development process.

My role was to provide a structured and supportive framework enabling strategic reflection, decision-making, and the human support required during individual and collective transitions.

Approach

The engagement combined coaching, collective intelligence, and organizational design, and included:

• Individual and collective coaching for the founders

• Strategic and organisational workshops (SWOT analysis, systemic design)

• Collaborative workshops with the team to co-construct the future organization

• Support for the recruitment and onboarding of a Managing Director

• Creation of three managerial roles (Production, Logistics, Quality) and support during role transition

• Individual coaching for three members of the leadership team to refine leadership style and integrate emotional intelligence principles

• A follow-up process was implemented to review progress and adjust strategies over time.

Impact

The engagement contributed to:

• The effective transition of the founders into more strategic roles, particularly in commercial and marketing functions

• The implementation of a clear and structured organizational chart

• The recruitment and successful integration of a Managing Director

• The development of leadership capabilities within the management team

• An organization better aligned with its growth objectives

Key Takeaway

This project demonstrates how a combined approach to strategic coaching, collective intelligence, and organisational structuring can support SME growth while securing leadership transitions and strengthening internal capabilities.