Here's the real proof, from the people and projects we've worked with, including Harvey Nash, BAT, ITV, SAP Concur and BTL Aesthetics, and the impact we've created together.
A long-serving Managing Director had left, the market was demanding and a national leadership team had not been in the same room for some time. One day together left the leaders re-energised, aligned and proud of the team they were part of.
A new team of thirty-four people from seventeen countries, working on a high-priority product category, who had never worked together. Two years later the category had grown by more than 250% without increasing headcount.
A new organisational structure was asking senior managers in ITV's media team to lead in a way they had not led before. Across the programme, their own rating of their confidence in coaching others rose by 116%, from an average of 3.7 out of 10 to 8.
SAP Concur was losing real revenue to a growing culture of automatic discounting. Fifty-five sales executives across Europe went through a three-module negotiation programme, delivered virtually. In the twelve months that followed, sales revenue rose by £480,000, a 9.6 times return on the investment.
Twelve months of leadership and sales development at BTL Aesthetics UK lifted the number of sales leads turned into meetings by 62% and the closing rate (the share of deals won) by 12%, and returned 5.5 times its cost. The business, a Czech company leading its UK market, had a team whose communication styles were quietly working against each other.
A product development R&D team at BAT built the trust and psychological safety (people feeling safe to speak up) behind more than 250% growth in two years without increasing headcount. Harvey Nash's UK and Ireland leadership team rebuilt connection and alignment during a period of major change. At SAP Concur, sales revenue rose by £480,000 in the twelve months after a negotiation programme. At ITV, managers' confidence in coaching others rose by 116%. Our Google reviews run 5.0 across every service.
Named clients include Microsoft (since 2015), SAP Concur (since 2015), Kimberly-Clark (since 2017), BAT (since 2019), Adecco (since 2019), EA (since 2021), Unilever (since 2025), Akkodis (since 2026), Harvey Nash, Nash Squared, Playground Games, Rare and Servier.
It is when the training is built around a business problem and the results are measured. Two Inner Leader clients measured the return themselves. SAP Concur's negotiation programme returned 9.6 times its cost in the following twelve months. BTL Aesthetics' twelve-month leadership and sales programme returned 5.5 times its cost. Agreeing what to measure before the work starts is what makes the return visible.
Inner Leader agrees what to measure before the work starts, because measuring it afterwards is too late. That is usually a mix of what the business can count and what the team can feel: sales figures, staff retention, staff survey scores and feedback from colleagues and customers gathered before and after. At ITV, managers rated their confidence in coaching others at the start and end of the programme, and it rose by 116%.
Some changes show within weeks and others build over months. SAP Concur's sales teams stopped automatic discounting within thirty days of their negotiation programme. ITV's coaching skills programme ran from October to March, so managers could practise between sessions. The BAT product development team's product category grew by more than 250% over two years, with no increase in headcount. Behaviour change needs practice and feedback over time, which is why Inner Leader spaces its longer programmes across several months.
Inner Leader builds the follow-through into the programme. Sessions are spaced so people can try new behaviour at work and come back to talk about what happened. Every programme ends by agreeing what people will do differently and how they will be supported afterwards. One-to-one coaching can run alongside the group work. At ITV, the managers decided to keep coaching each other after the programme finished.
Start with the problem in business terms, such as deals lost to discounting, slow decisions or good people leaving, and put a number on what it costs today. Then agree how you will measure the change, and compare the cost of the programme with the value of fixing the problem. Inner Leader's case studies give comparable results from named clients, and a discovery call is a good place to work through the measures for your own situation.
