We ask every client for honest feedback at the end of an engagement. Here is a selection, shared with permission.
We brought Vibrant in because our senior team kept rehashing the same arguments at every quarterly meeting. After the two-day alignment workshop, we had a written decision-making protocol that actually stuck. Six months later, our quarterly meetings run 40 minutes shorter and we leave with clear action items instead of a to-do list nobody owns.
I was skeptical about executive coaching. I had tried it once before with a different firm and it felt like therapy without a diagnosis. The difference here was the 360-degree interviews at the start. By session two, we were working on specific behaviours my direct reports had flagged, not abstract leadership theory. Within three months my team engagement scores went from 62% to 78%.
The culture diagnostic report was uncomfortable reading. It named patterns our leadership team had been dancing around for years: unclear escalation paths, a habit of over-consulting on low-stakes decisions and a middle-management layer that felt bypassed. The recommendations were ranked by difficulty and payoff, which made it easy for us to pick our first three changes. We are eight months in and turnover in our operations division has dropped from 28% to 17% annualized.
Our founder was planning to step back within two years and we had no succession plan at all. Vibrant helped us identify two internal candidates, designed individual development tracks for each and ran quarterly board reviews to track progress. When the transition happened last spring, it was the smoothest leadership change this company has seen in its 30-year history. The new CEO started day one with a clear 100-day plan already endorsed by the board.
I manage a team of 40 people across three locations. The coaching engagement helped me figure out which decisions I was holding too tightly and which ones I was delegating without enough context. A small shift, but the impact was big: my direct reports started solving problems before they reached my desk, and I got two evenings a week back.
We hired Vibrant for a team alignment workshop after a merger brought two very different management cultures under one roof. The workshop surfaced friction points we had been tiptoeing around. The operating agreement we built during day two gave us a shared vocabulary for how to run meetings, escalate disagreements and make hiring decisions. It has been 14 months and the document is still pinned in our Slack channel.
Groupe Tessier is a Laval-based building materials distributor with 180 employees. When they contacted us in early 2023, their leadership team of seven directors had grown through internal promotions over a decade. Each director ran their department well, but cross-functional decisions stalled regularly. A new product line launch that should have taken four months was at seven months and counting.
We started with individual interviews: 45 minutes each with all seven directors and the CEO. Those conversations revealed that three of the seven directors believed they needed CEO sign-off for any budget item over $5,000, while the other four assumed they had authority up to $25,000. Nobody had checked. We also found that two standing meetings (a Monday ops call and a Wednesday planning session) covered nearly identical agendas, wasting roughly six hours of senior leadership time per week.
Over a two-day on-site workshop, we mapped the full decision authority matrix, eliminated the Wednesday meeting, and created a lightweight project-tracking format the team could maintain in a shared spreadsheet.
The next product line launched in 3.5 months. Nathalie Grenier, VP Operations, told us the biggest change was simply knowing who could say yes to what without escalating.
Tell us what your team is dealing with and we will let you know if we can help.
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By the numbers
These figures cover all engagements completed between 2018 and December 2024.
Most of our new clients come from referrals by previous ones. We take that as the most meaningful measure of whether the work lands.