VANTARIS CONSULTING
Executive Leadership Advisory
Most organisations shape next year's budgets over the summer and approve them in the autumn. This is the window to scope executive development for 2027 — accurately, and with the numbers you need to make the case internally.
A short, practical guide — the situations, the engagements, and how to build it into your plan.
Leadership development either gets a line in the 2027 budget or it doesn't — and that is largely settled before the autumn approval round. Scoping now means the option is costed, justified, and ready when budgets are set.
The Planning Pack gives you what you need to do that: what the engagements involve, how they are fitted to a situation, and a business case you can forward to a chief executive, CFO or board sponsor without editing it.
What the organisation buys is better executive judgement. The engagement is the vehicle.
Structured development for an executive team whose decisions carry organisational consequence. Cadenced across the year, and designed so the capability remains after we have gone.
A private pathway for a senior leader under strain, or whose strengths have begun to work against them. The sponsor knows the engagement exists; the sponsor does not receive the contents of the room.
A concentrated intervention for a defined leadership group. Built around the specific pressure the group is actually under, not pressure in general.
If one of these is foreseeable in your organisation next year, it belongs in the plan.
We do not publish a rate card. Engagements differ substantially in scope, duration and consequence, and a published figure would tell you almost nothing useful about what your situation requires.
A scoping conversation costs nothing and produces a written offer with a firm figure — which is what your approval process actually needs.
Scope confirmed before 1 September 2026 is held at current rates — whether delivery begins this year or is scheduled into 2027. A letter of intent or accepted proposal is sufficient.
Senior-leadership failure and derailment carry real cost. Position depth-based development as mitigation of a known, expensive risk.
Executive 1:1 under executive development or succession; the Executive Team Programme under leadership or team development, or OD; Leadership Under Pressure and Executive Response against a transition or contingency line, since the need tends to arise unplanned.
Cost it now so it enters the autumn cycle as a considered option — not a late request competing for leftover budget.
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