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Hi, my name is Lai-Ling. I help General Managers in Product and Transformation turn around multi-year, multi-million-dollar investment programs and get their products out to market faster

Research from McKinsey, BCG, and Bain consistently tell us that over 70% of transformations fail because of reasons such as cost overruns, missed deadlines, and unmet expectations. That is, the products we’re building out of these transformations are just not doing the jobs that they are supposed to do. Only 26% of transformations create value, and a stunningly small 12% of transformations achieve their original ambition

We can be forgiven for thinking everything runs smoothly for the first few years of these investment programs and then all of a sudden a catastrophic event happens in the final year to cause these products and transformation to fail. This perception exists because it’s at this point C-Suite realise the gravity of the situation. They start giving the program a lot of attention and bring in a fixer - you - to get things back on track. But in reality, the transformation and the products you’ve inherited have been failing since day one, and the mistakes have been silently compounding ever since

You know based on your own experience the fastest path to success is to sort out the people and the politics. But you’ve never been taught in your entire product and transformation career how to do this. All the training and development you’ve been given has been on the technical side of your job

Let me help

I wrote my first business cheque at the age of eight and I’ve gone on to have three careers in three decades, supported by three degrees from three universities

My first decade of work was spent negotiating with board members and operating customer and community focused hospitality businesses

My second decade of work was spent looking after complex financial products and building trading systems during the Global Financial Crisis. I was the person they threw at the multi-year, multi-million-dollar investment programs that need to be turned around. I dealt with the people and the politics that stopped them from delivering their products out to market, achieving their cost out strategies, and getting revenue in the door - quite important when your well established global peers were disappearing overnight

My third decade of work was spent keeping big businesses competitive by transforming their operating models, ways of working, workforce, and leadership capabilities

Today, all of this experience comes together to benefit you

Subscribe to the Turnaround Toolkit for GMs to learn how to deal with people and politics in product and transformation

Be the 30% that succeeds. Be the 26% that creates value. Be the 12% that achieves their ambition