Decisions and handoffs.
Organizational feedback surfaced slow, layered decisions, siloed work and unclear priorities. These were signals to examine how work was organized, not just how an individual led.
Clarify direction and decision rights.
Turn CEO strategyintoactions.
Torch helps connect individual development, team relationships and the organizational priorities your leaders need to carry into the work.
Explore the customer storyGlobally recognized accommodation marketplace
100% of surveyed respondents reported moderate to very large progress on their coaching goals, in each reported cohort.
What is organizational alignment coaching at Torch?
Organizational alignment coaching connects leadership development with the direction the business needs to take. Coaches help leaders work through the decisions, relationships and habits that shape execution. Agreed, aggregated feedback can also help the organization understand where clearer priorities or structural changes are needed. This case shows how individual development and organizational insight can inform each other.
Coaching that reports back.
A globally recognized accommodation marketplace wanted coaching to do more than support individual growth. It wanted development connected to business priorities, managers involved in the work, and a clearer view of what was helping or hindering leaders across functions.
Torch brought participant feedback, aggregated 360 findings and coach-submitted themes into the program review. Leaders could see where people were making progress, where decisions and handoffs were difficult, and where the organization needed to provide clearer direction. Coaching became a way to understand the work as well as develop the people doing it.
How the coaching workedPersonal progress. A clearer organizational picture.
Participants reported progress, new ways of behaving and valuable insights. Ranges show results across the reported cohorts.
- 100%
Reported moderate to very large goal progress
Goal-progress survey respondents, within each reported cohort.
- 90-100%
Reported new patterns of behavior
Share of survey respondents across reported cohorts.
- 88-100%
Gained valuable new insights from coaching
Share of survey respondents across reported cohorts.
- 4.8-5.0
Coach satisfaction out of five
Range of cohort-average participant ratings.
Context down. Insight up.
Stock photographs illustrate coaching themes, not this customer’s participants or program sessions.
Give coaches the business context.
A shared context document brought priorities, coaching needs and leadership expectations together. It specified a 360 and manager-alignment meeting, with room to tailor the brief further by function.
A shared starting pointCoach the person in the work.
Leaders worked on influence without authority, executive presence, managing up, strategic thinking and managing capacity. Personal development stayed connected to real leadership challenges.
Individual agendas, real working relationshipsBring the patterns back.
The review combined aggregated responses to an organizational 360 question, structured coach observations and coach-logged themes. Leadership could consider shared challenges without reading private session dialogue.
Aggregate insight, not private conversationsAssess leadership in its own context.
A custom 360 translated the company’s leadership expectations into assessable behaviors. It brought self and colleague perspectives together and was designed to inform manager development.
A tailored assessment, not a generic checklist
See the friction.
Shape the next move.
The review gave leadership more than a satisfaction score. It brought personal development and shared organizational challenges into the same conversation.
Strengths and pressure points.
Feedback highlighted inclusion, trust and execution alongside opportunities in vision, developing people and delegation. Strong execution also sat alongside concerns about capacity.
Develop the person. Examine the system.
What leaders brought to coaching.
Leadership and influence dominated the recorded themes. Managing up, career progression and executive presence showed where leaders were seeking help in their working relationships.
Make the next coaching brief more relevant.
Progress was meaningful.
It was not uniform.
Participant-reported gains in influence, personal purpose and conflict resolution were above Torch’s cross-customer benchmark. Coaching others, confidence, delegation and strategic thinking were below it. That variation helped identify where continued development deserved attention.
From individual progress to a better-informed program.
The findings gave the learning team a basis for more focused conversations with function leaders, more relevant future cohorts and clearer manager involvement. They also surfaced barriers that individual coaching alone could not resolve. Reported development and organizational alignment remained distinct questions, with evidence to explore both.
Sources and how to read the results
Goal progress
End-of-program participant survey using no, slight, moderate, large and very large progress categories. The displayed share is reported within each cohort, not for every person enrolled.
Experience and behavior
Participant-reported cohort survey results. Percentage ranges span reported cohorts; coach-satisfaction ranges span cohort averages on a five-point scale. These are not pooled estimates or independently observed behavior changes.
Benchmark comparison
Participant-reported outcome items compared with Torch’s cross-customer benchmark for the same items. Findings varied by outcome and do not establish statistical significance or a causal coaching effect.
Organizational feedback
Qualitative responses to the organizational leadership-challenges question in the 360 were summarized thematically. These describe issues raised in feedback, not their prevalence across the whole workforce or improvement over time.
Coaching themes
Coach-submitted topic categories and summarized coach observations were aggregated for the historical program review. These reporting artifacts are distinct from private session dialogue.
Tailored assessment
The custom 360 brought self and colleague ratings together at an assessment point. Differences between those perspectives are not before-and-after results. The assessment was designed to inform manager development; delivery of all proposed follow-on training is not established.
One direction. Connected coaching. An organization that can adapt.
Start with the priority your leaders need to deliver. Connect individual development, team coordination and learning across boundaries, with a clear way to practise and review progress.
The case shows individual development, tailored assessment and aggregated reporting. The connected program below is an option for your organization, not a description of that customer’s historical program or a measured alignment result.
How the coaching formats and reporting fit together
Give the organization a shared direction.
Agree the strategic priority, the choices it requires and the decisions leaders need to make differently, then use that approved context to orient coaching.
Individual coaching
Change how a leader acts.
Work on judgment, influence and the assumptions behind a difficult response, then test a different approach in real work.
High-performance team coaching
Change how a team works.
Coach an intact team on shared purpose, decision rights, dependencies and accountability for a result they own together.
Group coaching
Learn across boundaries.
Bring peers from different teams together around a common challenge, compare perspectives and take new approaches back into their own work.
Optional Spark AI supports practice between sessions.
Participants can rehearse a conversation, work through a dilemma and choose a next step using context they provide.
Program review uses separately agreed inputs
Coach Boards
Put agreed themes into perspective.
Agree a structured review with coaches to discuss approved program-level themes and where further support may help.
Custom dashboards
Make the next decision better informed.
Bring agreed goals, feedback and program measures into a view shaped around your priorities, with defined access and reporting scope.
Review. Adjust. Act together.
Program owners use agreed evidence and coach perspectives to refine support; business leaders act on structural barriers and update the direction when needed.
Bring a strategic priority. Shape the coaching around the people and work that need to move.
Discuss your alignment prioritiesExperienced leaders. Worth your leaders’ time.
- Every coach is ICF-credentialed
- At least five years of coaching experience
- Industry leaders with first-hand experience
- Many doctoral-qualified psychologists and therapists
- Matched to leaders and their responsibilities
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Coach Sandeep
Led businesses at Gap Inc. and Mars before coaching C-suite leaders and founders. MBA, Georgetown.
Previously at
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Coach Evelyn
Former CEO of The RNA Society and COO of Parkinson Wellness Recovery. PhD, Cornell.
Previously at
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Coach Rafal
Former Chief Learning Officer at Deloitte Switzerland and Vice President at Barclays. ICF Master Certified Coach.
Previously at
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Coach Sheryl
Former Executive Vice President at Wells Fargo and Managing Director at Barclays.
Previously at
UBS -
Coach Jorge
Former CEO of Axion Energy, a BP joint venture, and SVP of Global Strategic Partnerships at BP.
Previously at
BP Axion Energy -
Coach Sophia
Former Vice President and Business Unit CFO at Kraft Heinz.
Previously at
Walker & Company -
Coach Jon
Former Partner at Bain & Company and The Bridgespan Group.
Previously at
Bannock Consulting -
Coach Shirley
Former Chief People Officer at Zadara and Callisto Media. PhD, Organizational Psychology.
Previously at
Callisto Media -
Coach Andrew
Former Chief Technology Officer at Parametric and COO at Synoptic Data.
Previously at
Microsoft 
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Coach Anita
Former Partner in Accenture's global strategy practice and Head of Innovation at KPMG Strategy.
Previously at
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Coach Shamar
Led coaching and development programs at AvidXchange and GEICO. U.S. Navy veteran.
Previously at
U.S. Navy -
Coach Marie
Former Head of Commercial Excellence at Merck and Head of Marketing at Novartis.
Previously at
Merck -
Coach Kevin
Former VP of Product Management at BILL and Head of Global Product Marketing for QuickBooks at Intuit.
Previously at
LinkedIn -
Coach April
Former Director of R&D at Johnson & Johnson. PhD, Organizational Leadership.
Previously at
OraPharma Delaware Valley University -
Coach Don
Former Executive Vice President and COO at Gateway Ticketing Systems; led IT at Universal Orlando Resort and Walt Disney World.
Previously at
Universal Orlando Resort -
Coach Catherine
Former APAC Chief Strategy Officer at Siemens Industry Software and regional director at IBM.
Previously at
Cisco Systems -
Coach Frank
Former VP of Professional Services for North America at Unit4 and VP of Customer Success at Actifio.
Previously at
Actifio -
Coach Vanessa
Former Chief Human Resources Officer and Chief Operating Officer. Executive coaching certificate, Columbia University.
Previously at
Control Data Corporation -
Coach Jeff
Former President of Healthcare Solutions at Budco Financial and VP of Marketing and Product Development at Dialog Direct.
Previously atBudco Financial Dialog Direct -
Coach Andrea
Former Senior Director of Direct-to-Consumer Marketing at Procter & Gamble.
Previously at 
Frequently asked questions about alignment coaching.
What could leadership learn without accessing private coaching conversations?
The program review combined aggregated organizational feedback, structured coach observations and coach-logged topic categories. That provided different perspectives on shared challenges, rather than a transcript of individual sessions. Reporting scope, aggregation and permissions must be agreed for each program.
What do the outcome figures tell us?
They describe survey respondents’ reported development and experience. Percentage ranges span reported cohorts; coach ratings are cohort averages. They are not outcomes for every enrolled participant and do not establish a causal improvement in organizational alignment. The separate 360 findings add colleague perspectives, not a before-and-after measure of business performance.
How did the custom 360 support the company’s needs?
Torch translated the company’s leadership expectations into an assessment that brought self and colleague perspectives together. The results highlighted strengths and development opportunities. The assessment was designed to inform manager development; the case does not establish that all proposed follow-on training was delivered.
Did the historical program include every format shown below?
No. The case documents individual coaching, program reporting and tailored assessment work. The connected mix of team, group and individual coaching, optional Spark AI, Coach Boards and custom dashboards is a current program-design option, subject to an agreed scope and privacy arrangements. It is not presented as the cause of these historical results.
What would change if your leaders moved in the same direction?
Connect a clear strategic priority with the development, relationships and feedback needed to act on it.
Become a Torch Changemaker:
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