Business change
starts with
your people.

Tell us where the business is going, what is getting in the way and what you need your leaders to do differently. Bring your context together with Torch’s coaching expertise and behavioral science.

• Name the business need and opportunity.
• Understand the people, culture and constraints.
• Agree what meaningful change would look like.

Your strategic priorities become the starting point for the coaching brief.

Match the business need with the right coaching mix: individual coaching at scale, an intact team working with one coach, a cross-functional group, and optional AI support.

• Individual: a personal coach and development agenda.
• Team: a manager chooses one coach for themselves and their team members.
• Group: people from different teams learn and practise together.

The team model is agreed with participants, keeping individual coaching and shared team work distinct. Group coaching brings together people from different teams.

Shape the measurement plan before coaching begins. Combine 360 feedback, coach-led questions, agreed coach-board reporting and surveys with your existing employee-engagement measures.

• Agree the baseline and the questions that matter.
• Define which program and employee-measurement data your organization will receive.
• Set consent, aggregation, access and confidentiality rules.

Agree the evidence, the baseline and who can access each measure before the program begins.

Data and coach-board access are agreed for the program. Private session content is not treated as management reporting.

A dedicated Customer Success Manager leads the kickoff, virtually or in person. A senior coach can help participants understand coaching, while an executive sponsor connects the program to the organization’s goals.

• Explain the benefits, expectations and confidentiality.
• Make the organizational purpose clear.
• Help participants feel ready for the first conversation.

An executive sponsor explains the purpose; the CSM and a senior coach orient participants to the program.

A questionnaire helps participants express what they need from a coach, including level of challenge, industry experience and cultural fit. Bring those preferences together with your organization’s requirements.

• Explore coaching style and the level of assertiveness.
• Consider sector experience and cultural context.
• Include required credentials, systems coaching or specific frameworks.

Participant preferences and program requirements inform a coach shortlist and selection.

Participants select and book their coach, agree their development goals and begin. Chemistry support can help check that the pairing is working and address a mismatch early.

• Make booking and the first engagement straightforward.
• Agree goals and a practical session rhythm.
• Check the fit and support a change of coach if needed.

Coach selection leads to booking, a first conversation and a chemistry check. Optional Spark support can accompany the coaching from the start.

Build a 90-day review into the program. Bring senior leaders a clear view of engagement, progress against the agreed goals and the themes that can be shared within the reporting boundaries.

• Review the available evidence and its limitations.
• Discuss opportunities and barriers the agreed data reveals.
• Decide what to continue, adjust or investigate.

The proposed 90-day leadership readout combines engagement, goal progress and approved themes, then identifies next actions.

The 90-day presentation is part of this proposed program design, not a claim about every existing Torch engagement.

Spark gives participants a place to reflect, rehearse difficult conversations and practise skills between human sessions. Use the opportunities identified through coaching to make that practice relevant.

• Practise a specific challenge or use a roleplay scenario.
• Bring what happened in the workplace back to the human coach.
• Consider additional workshops and participant-controlled continuity options.

Human sessions connect to optional Spark reflection and rehearsal, then to practice at work. AI support can run alongside human coaching, not only after the 90-day review.

Transcript-based continuity as a personal sounding board, AI-led workshops and sharing with another AI tool are proposed options. Product and Privacy confirmation of recording, consent, access and export is required before these are described as available features.

Keep reporting against the goals you set. Look for demonstrated action in the workplace, supported by an impact 360, surveys and agreed employee measures.

• Compare the baseline with later feedback.
• Connect reported change to observable actions and business measures.
• Assess ROI with costs, benefits and attribution, not participation alone.

Compare baseline, review and impact measures. Workplace actions and business evidence help interpret survey and 360 feedback; they do not automatically prove financial ROI.

Bring the insights into the next cycle of development. Refine the coaching mix, support new leaders and carry useful practices into the organization’s next challenge.

• Celebrate progress and identify what still needs work.
• Refresh the brief as business priorities change.
• Decide where continued coaching and practice will help.

Review what changed, refresh priorities and carry learning into the next program cycle.