Marina Arnoldi

•  Launched a business in St. Petersburg, formed a team from scratch, brought it to profitability and leadership in the field (a bank specializing in lending).
• Reformatted the team, business processes, and products, brought it to the top three in the region in terms of volumes (a mortgage bank).
• Managed crises with a team of 300 people in 2008 and 2014.

• Individual coaching
• Strategy development, team coaching, organizational development sessions
• Training in non-directive management and coaching management

Managers who are looking for new strategies for managing teams and their own lives

• Creating an effective, accountable, and cohesive team
• Improving quality of life (work-life balance) through work on meaning and creating a long-term vision
• Transitioning from an operational to a strategic management role in business
• Forming a long-term vision, mission, and values shared by the entire team
• Creating a company development strategy and a path to achieve it, with the whole team taking responsibility for it

Individual support for 2 years for the director of the training academy of a state corporation

Results: the team and processes in the department were organized, and training programs were developed and implemented for factory directors

Individual support for a year for the owner of a trading company

Results: new development niches were found, the team consists of committed employees, and the transition to remote work was smooth with the continuation of generating and implementing new projects.

Individual support for 6 months for the deputy director for development in an IT company

Results: the client learned to make decisions based on three levels of meaning: oneself, the team, and the company. Learned to balance work and rest, and gained confidence in the role of a leader. The expertise shifted towards management, and the understanding of personal strengths improved.

4 strategic sessions for a team in the food industry: the team reviewed the responsibilities of each top manager based on the consultants’ recommendations.

Results: the team formed the information field, described the current situation, challenges, difficulties, tension points, and bottlenecks. They created a new responsibility matrix: who is responsible for which decisions and processes. They set tasks to discuss further, and saw the need for a change in the financial planning approach and a new financial model.