'Left an indelible mark on the company' - Sir John Rose, CEO, Rolls-Royce Aerospace.

'An indispensable source of creativity and insight' Lucien-Charles Nicolet, Partner, Bain and Co.

'Each of the managers, business-wise, is a different person as a result, more focused and confident, and the results prove it.' - Declan Ryan, CEO, Enva Ltd., part of the DCC Group.

'Stride's strength is its sensitivity to the culture, the rhythms, the issues... taking the principles of strategic planning and applying them appropriately. The skill to synthesise different inputs and keep the challenging questions in front of people.'
- Michael Duffy, CEO, The Royal Dublin Society.
'He asks the right questions. That is the hardest thing for an insider to do. And he creates a climate of exploration which is invaluable - but very hard to describe.'
- Gerard O'Neill, CEO, Amarach Consulting

'I'm not sure we could have got here without this programme - even looking at the organisation 2/3 months back I'm not sure we could have. And the benefits are flowing right through the organisation. You can even tell by people's faces - they were looking for straws of comfort, and basic needs were not being met, it was dysfunctional, there were personality issues, meetings were not working - now there is enough honesty and trust.' - Technical Director of a multinational subsidiary.

'The strategy process was like a moving walkway, allowing us to step on and off, and working dynamically with all the parties concerned' - Sean O Laoire, President, Royal Institute of the Architects of Ireland.

'We achieved results I would not have thought possible' - Daniel Malcorps, President, Coca-Cola France.em>

'The team has effectively gelled, thanks to your efforts' - Denzil Croning, Marketing Manager, Evian Canada.

'He saw to it that we succeeded in coming up with a plan that we could rally around.' - Kingsley Aikins, President and CEO, the Worldwide Ireland Funds.

'Now more than ever it is important to take stock and do some fundamental thinking. Barre is the ideal man to go to. He listens. He is intelligent. And he is reliable.' - John Graby, Director, Royal Institute of Architects of Ireland.

'Between 8 and 10 times the cost of the programme' - Financial Controller of a multinational subsidiary answering the question: could you quantify the value for money that you got from the Stride programme?

'Everyone is the better for having done the programme:
1.    We have learned interpersonal intelligence.
2.    We appreciate the importance of coaching and mentoring, which, as technical people, we hadn't seen.
3.    Confidence level is up.
Last week a senior manager to whom we report visited and said:" Tell me this again... you actually did all this?'" He didn't believe us!' - CEO of a multinational subsidiary.

'From the beginning it was clear that Stride understood our business challenges and applied creativity, intelligence and tact to help us discover the right solutions. I have found Barre to be incisive and crisp in his approach to helping us. This is refreshing in our business environment.' - Brian Stephens, Managing Director, Design Partners Ltd., Ireland.

'Characterised by lowest point on morale, with less people to do the work, new company and culture, greater than ever expectations on could you overcome what appeared to be insurmountable odds ? Well we did!'  - Financial Controller, multinational subsidiary.


1. 'We were faced with a situation of enormous trade conflict between the sole agent for the SC Johnson Professional chemical range in Ireland and distributors who sourced their products from the sole agent. The conflict stemmed from the fact that the sole agent and the distributors were competitors in the supply of branded paper products. Although not directly related to our products, this certainly had the potential to hamper our sales growth in the territory. With Barre's help we ran a workshop where the parties were able to openly express their concerns and get their issues out on the table. I was very impressed with Barre's ability to help facilitate trust building amongst the group by persuading the individuals to concentrate on the positives and if necessary to agree to disagree where there was no common ground. This initiative underpinned a lengthy period of sustained profitable growth in our Irish business'. Geoff Hooker, Managing Director SC Johnson Professional UK & Ireland 1998-2002.

2. When a major US multinational sold off its NI subsidiary in 2003, staff feared the worst. But when the business was acquired by another US multinational, one of the largest corporations in  the world, morale plunged even lower, as they expected to suffer severe cuts in headcount. Furthermore, almost everything about the way they went about doing business had to change. The CEO had worked with Stride in a previous employment, and called us late in 2005. After outlining the series of problems facing the site, a process was designed to run from March 2006 to January 2007 consisting of
        a) Leadership Dialogues:  the 9-member Leadership Team worked through a series of 6 sessions covering History, SWOT analysis, Vision, Strategy and Team-building. b) Coaching: each member of  the Leadership Team received 6 x 90-minute Coaching sessions linking the Strategy work to their own objectives and departmental activities. As a result of the Programme, performance turned round, the site began performing at such a consistently high level that it became a benchmark within the corporation worldwide for cost-effectiveness and quality.

3. A Dublin hospital where low hygiene audit scores triggered a blame-and-defend cycle.  Nurses and cleaning staff saw each other as the source of the problem. The process used involved bringing all parties together - nurses, cleaners, management, and consultants - to trace the history of the problem, and understand that hygiene is not just about cleaning, but rather a systemic issue requiring a change of awareness on everyone's part. 

4. Conflict resolution: a French R&D lab and their US counterparts refused to meet on either US or French soil. However, they agreed to meet in Ireland. A programme was designed to combine working sessions with exposure to the local culture of that part of Ireland. The combination of serious and playful broke the ice and re-built a damaged relationship. 

5. Inventing a new DIY store for France, of which there are now 11 examples including, nearest to Paris, one at 6, rue des Frondrieres, Nanterre. The client was a major French DIY chain, and engaged tradesmen as Lead Users in designing their ideal store. Classic user involvement in innovation. 

6. A  US multinational had difficulties integrating their sales and marketing teams in Croatia and Bosnia after the war. Stride designed a process to coincide with their end-of-year review, combining the presentation of results with teambuilding activities. Things took an unexpected turn when one of the  Croatian executives lost her engagement ring in the sand during a tense game of beach volleyball. Finding the ring before sunset became a focus for everyone, Bosnian as well as Croatian - a natural teambuilder. But the sun set before the ring was found. Only then did one of the local islanders reveal that he had a metal detector, and might even put it to use in return for a small fee. The ring was found, and the celebrations went on into the night.