Collective Brilliance

Transforming CxOs into one high-performing C-suite.

Imagine

An executive team that moves as one, decisive when it matters, instinctive when it counts.

A C-suite that prioritizes enterprise momentum over functional wins.

Alignment so steady it holds even under pressure, where decisions move forward without drag.

At a fast-growing Asian bank, alignment broke through silos and reignited stalled initiatives, driving 80% higher market cap growth vs peers.

Challenge
The leadership team delivered results but did so in silos, with limited peer accountability and few moments of cross-functional alignment around enterprise priorities—particularly after integrating new leaders and capabilities from diverse markets.
Intervention
Over 12 months: two diagnostics (before and after), four C-suite retreats, ongoing coaching for the CEO and top team members.
A Pivotal Moment
When every leader, one by one, found their voice mattered on every topic, and alignment deepened beyond visible agreement. As the CEO listened deeply—no longer steering—his sharpest insights began to land.
Outcome
As alignment deepened, digital adoption initiatives that had stalled in silos finally moved forward across the enterprise. Over two years, market cap rose 80% vs ~15% for banking peers, driven by faster decisions and a more cohesive leadership team.
Assessment Shift
The team discovered their voice had value beyond their domain. On a 1 to 5 scale, communicating unpopular opinions to the group rose from 3.21 to 4.18, and challenging each other’s conclusions climbed from 3.16 to 3.93—both now among the top behaviors. Sharper peer advocacy, inclusive dialogue, and enterprise-first thinking reflect rising confidence and a deeper sense of team maturity.
From Compass to Shared Execution
As alignment strengthened, the team’s collective voice began to shape not just how they worked, but what they rallied around—bringing sharper definition to enterprise priorities that had long remained abstract.

At a regional investment firm, four “must-win battles” gave the C-suite clarity and conviction that carried them seamlessly through CEO succession.

Challenge
The C-suite’s collegiality made it easy to get along—but hard to align. Key decisions drifted, shared ownership was uneven, and enterprise priorities lacked clarity and commitment, especially when leaders balanced global ambitions with local market demands.
Intervention
Over 12 months: two diagnostics (before and after), two C-suite retreats, ongoing coaching for the CEO and selected team members.
A Pivotal Moment
When a long list of priorities, all within the organization’s strategic plan, became four Must-Win Battles—clear leverage points on which everything else depended. The nods around the table shifted from politeness to conviction—signaling genuine alignment, not just agreement.
Outcome
The team became bolder, more decisive, and faster at delivering on what mattered most. Eighteen months later, that momentum still drives ambitious growth—and made a sudden and unexpected CEO succession a smooth, high-trust handover.
Assessment Shift
The team learned the power of clear commitment. On a 1 to 5 scale, commitment rose from 3.37 to 4.16. Alignment around common objectives surged from 3.40 to 4.63—now a core strength. Clearer priorities, stronger follow-through, and growing mutual accountability point to tighter coordination, deeper cultural embedding of enterprise-first thinking, and shared resolve across the leadership table.
From Compass to Shared Execution
The strategy was always clear—but too many priorities blurred execution. Defining four Must-Win Battles brought sharp focus and turned the strategic compass into a scoreboard the team could own.

"Thoughtful, intuitive, and very clear interventions. The workshop design and real-time engagement were among the best I have seen."

Vipul Chawla, CEO, Fairprice Group
"Even though it was a tough few days, the results were transformational and set us on a path which has been successful and which is still working very well for us 18 months later."

Bill Maldonado, CEO, Eastspring Investments
"The learnings from these workshops have guided our team in adopting a new set of vocabulary, team norms and practices, and leadership governance—an incredibly impactful process on both professional and personal dimensions."

Chris Alexander, President, Asia MCM, Liberty Mutual
“The 2-day event really went a long way in helping the group to connect with each other at a deeper, less transactional manner—identifying underlying values and life experiences and aligning on ‘Must Win Battles’ for the year ahead.”

Akhil Chandra, CEO, Greenfields Dairy Group
“Cultivates in individuals and teams a lasting sense of empowerment, resilience, and confidence; inspires collective insights. Profoundly impacted my way of working, thinking, and being.”

Aarti Ramaswami, Dean, ESSEC Business School
"The relentless focus on product, revenue, growth... had blinded us to the fact that our amazing people had built the best asset of all, a great team. Quite literally re-created our company!"

Terence Lyons, CEO, The Stakeholder Company
"It is transformative. Not an epiphany. A subtle discernment."

Mathilde Swierczynska, MD, Compliance, UBP - Union Bancaire Privée
"Wisdom naturally emerges from people in the room and helps them connect, create, and inspire one another. An art to be 'Here and Now.’”

Audrey Ricard, Group Head Executive Development, Prudential

What Makes Us Different?

Most leadership programs were built for younger leaders — scripted, authority-led, effective early in a career but misaligned with the C-suite in midlife.

Midlife leaders are different. Their brains are shifting from speed to depth, from validation to legacy, from hierarchy to shared leadership.

Aramyss is the first to harness midlife’s natural shifts through the Emergence Framework™ — where three winds of change unlock six superpowers that redefine how executives lead together.