Start with what you need to accomplish.

Restructuring an organization, introducing a new operating model, or moving work to vendors or new technology?

A new structure holds when people can see how their work connects to everyone else's. Let's start with what the organization now needs to deliver, then design the roles, handoffs and who decides what around it: goals before roles. Leaders make the organizational decisions, and the people affected help shape how it will work. I can also help shape and carry the change through implementation, from the change approach and stakeholder engagement to the work leaders and teams need to do differently.

You leave with: A team design built around the work, clear handoffs and decisions, and people ready to run it.

Engagements can range from a defined organization-design assignment to leading or partnering on the people-side work of a larger transformation.

In practice: At Amazon, I first supported the move to a global real estate model, then partnered with directors designing and establishing their new teams.

A new leadership team forming? A decision that keeps coming back? A team working under pressure?

I work with the team as a whole, on its live goals, decisions and relationships. A group might map who it turns to for advice, or people might step into one another's roles to see the work from another seat. Then they voice the disagreement and agree how they will operate from here.

Teams read their own shift as we go: a quick check at the start of a session, at checkpoints, and at the end.

You leave with: Shared goals, working agreements the team actually uses, and a clearer way of deciding together.

We might work through a focused leadership offsite, a series of team sessions, or an ongoing team-development engagement.

In practice: At Amazon, I co-designed a newly formed Design and Construction team’s first offsite with its director and leadership team. We dedicated 30% of the agenda to connection, alongside participatory sessions that helped people begin shaping how they would work together.

“Whenever he facilitated a workshop for my team he helped everyone in the room become more vocal and effective.”— Prasad B., Director, Design and Construction, Amazon · client

You are taking on a bigger role, leading former peers, or carrying a change someone else designed.

For CEOs, Chiefs of Staff and transformation leaders. I work with you, and with the leaders around you, on what is happening now: the decisions in front of you, what happens between leaders once those decisions leave the room, and the relationships execution depends on. Some of it is one-to-one coaching. Some of it happens with the leadership team together. You decide what to try, and we come back to what happened and what you learned.

You leave with: A leadership team executing with each other instead of next to each other, clearer judgment on the decisions in front of you, and conversations rehearsed before they matter.

This may involve individual coaching, working with a leadership team, or an ongoing advisory relationship around decisions and execution.

At Amazon GREF, I partnered with directors and their leadership teams as they designed and established new teams. The work combined advisory conversations, coaching and facilitated sessions with the wider groups.

In practice: In a separate Amazon engagement with Worldwide Real Estate Development, I provided individual leadership coaching to a director and members of her team.

“Each session he brings insightful questions or frameworks that help me find clarity… Samuel offers a high skill in balancing coaching that is both challenging and supportive.”— Andy L., Amazon · coaching client

Leading a demanding change assignment? Sometimes it needs a second practitioner in the room.