Business Coach 🚀 I Help Coaches, Consultants, SME & Entrepreneurs to Grow Their Bizz Online 🌟🎙📞💰| Personal Growth Coach💎 | TEDx Speaker 🎤| LinkedIn Wonder Woman 🦸‍♀️ | AI Enthusiast | Visit LHMAcademia.com

COACHES, CONSULTANTS, ENTREPRENEURS & BUSINESS OWNERS:

If you want to grow your business and freedom by focusing on these three essential pillars, I’m here to help you:

1. Visibility:
Build your authentic purpose and reputation-based personal brand, expand your network, and leverage LinkedIn and media to attract your ideal clients with ease.

2. Business Model:
Define your personal purpose and unique value proposition, segment your customers clearly, and create multiple revenue streams that work for you.

3. Technology & Scale:
Develop systems, high-converting funnels, professional websites, scalable e-learning platforms, and publish your book to amplify your reach and impact.

EVENT ORGANIZERS, COMPANIES & GROUPS:
Looking for an expert keynote speaker to inspire and educate your audience on:

► LinkedIn as the ultimate gold mine for business growth
► Entrepreneurship and high-performance business modeling
► Building personal brands and authentic influence
► Strategies for achieving exceptional results and leadership

Let’s connect!
Book your free 15-minute clarity call here:
☎ https://calendly.com/catherinebroy/15min

Hi, I’m Catherine :)
Conscious Business and Personal Growth Strategist | Keynote Speaker | Bestselling Author

I empower passionate entrepreneurs, coaches, and visionaries worldwide to create freedom by doing what they love — through strategic personal branding, cutting-edge business modeling, and scalable technology.

My clients have worked with global giants like Forbes, BMW, Pepsi, Lufthansa, IBM, Bank of America, HuffPost, Mindvalley, TEDx, and many more.

What makes me unique (besides my smile 😁)? I’m a proud MENSA member (IQ > 156). I had the pleasure of being part of the Forbes Coaches Council, UN Women Expo, Cartier Red Box, and the Goldman Sachs 10K Women.

Recognitions include:
Top 30 Under 30
Top 20 Global Thought Leaders – Future of Work
Top 150 Women Leaders
Top 100 B2B Thought Leaders (4x)

With 20+ years in entrepreneurship, IT, and linguistics research, a Master’s in Economics, and certifications in NLP, psychology, assertiveness, and emotional intelligence, I blend science and heart in my work.

As the bestselling author of Live from Your Heart and Mind, I guide clients through my signature LHM system — a proven framework for transformation.

I share this not to impress, but to inspire: I survived war, severe illness, and infertility — and rebuilt stronger than ever. If I can, so can you.

Let’s create your breakthrough — because everything is possible when purpose, passion, and strategy align.

Much love,
Catherine

Catherine B. Roy 🌎

Enterprise Transformation | I Help Leaders & Consultants Have More Impact | Founder · CEO · Fortune 100 Executive Advisor

You work in a medium to large organisation, or you’re ready to step up and lead at enterprise level.

You’re not here to maintain the status quo.

You’re responsible for delivering transformation. Real results. Strategic impact.

You’re certainly not a generic operational player.

Whether you’re a manager, leader, or consultant, you’re expected to make things happen.

The board expects outcomes. Your team expects direction. Your future depends on results.

But here’s the brutal truth:

⚠️ Over 80% of transformations fail.
⚠️ The cost runs into millions.
⚠️ Careers stall. 
⚠️ Trust evaporates. 
⚠️ Organisations start looking elsewhere.

And the people tasked with delivering change?

They’re often set up to fail; handed lofty goals but no real execution support.

No systems. No frameworks. No internal capability to deliver at scale.

Just pressure, expectations, and outdated methods that have already failed others.

You’re expected to succeed where others couldn’t, using the same broken approaches.

That’s where I come in.

As Founder and CEO of CXO Transform, I help managers, leaders, and consultants succeed in complex transformation by building execution capability from within.

🎯 What We Provide
✔ Strategic execution frameworks for complex environments
✔ Enterprise AI implementation and governance systems
✔ Capability building without external dependency
✔ Practical tools and structured delivery kits
✔ Leadership development for transformation contexts
✔ Risk mitigation using proven, real-world methods

🏢 Who We ServeOur clients include senior professionals from:
🔹 Rolls Royce, Unilever, Cisco, GE, PwC, Nike, Microsoft
🔹 SAP, Aramco, Vodafone, IKEA, EY, Accenture, Deloitte
🔹 And thousands of leaders across 80+ countries

💼 Behind the Scenes I advise a select group of senior executives in high-trust engagements focused on:
✔ Leading enterprise-scale transformation
✔ Navigating AI strategy, governance, and adoption
✔ Building sustainable capability without dependency

🏆 Why Trust Me?
🔹 Over 30 years of enterprise transformation experience
🔹 Worked directly with Fortune 100 CEOs and billion-dollar founders
🔹 Operated on the ground in over 30 countries
🔹 Built CXO Transform from the ground up without external funding
🔹 Thousands certified and empowered to lead with confidence and clarity

🎯 If you’re looking for a practical online education programme or execution system, start here: https://cxotransform.com

📩 If you face a high-stakes transformation challenge and want a trusted advisor, I’m open to a private conversation.

Rob Llewellyn

Your PMO isn’t broken.
It’s built for a world that’s gone.

The classic PMO was built for delivery.
Timelines. Budgets. Project plans.

But transformation isn’t a project.
It’s how value gets created.

That’s why smart firms are moving forward.
They’re building a Business Transformation Office.

Here’s the shift:

PMOs are tactical
→ BTOs are strategic

PMOs run in silos
→ BTOs unify the business

PMOs track activity 
→ BTOs deliver outcomes

A BTO becomes your single source of truth.

It links strategy to execution.
Tracks real ROI.
Brings the C-suite closer to the action.

The shift in full:

Fragmented projects → Joined-up transformation
Time and cost → Value and results
Delivery support → Strategy in motion

You still need rigour and control.
But aimed at real transformation.

If your PMO is still just chasing timelines,
it might be missing the point.

What’s the one mindset shift
your PMO needs in 2026?

Equipping enterprise leaders & consultants with the systems & skills they need to have more impact with business transformation & AI | Fortune 100 Advisor | CEO | Author

Many boards assume that if a CEO
can manage an existing business...

they also know how to transform it.

After all, they have 20+ years 
running operations that work.

But managing what exists 
and transforming what must change, 
require fundamentally different skills.

It's like hiring an expert sailor 
to redesign a ship someone else built
while already at sea.

They know how to keep it steady. 
Not how to rebuild the hull
mid-voyage, in rough water.

Operational excellence keeps the lights on. 
Transformation changes the engine.

And most operational CEOs 
have spent their entire careers 
maintaining what someone else built.

Confusing the two is why transformation 
so often becomes incremental improvement 
dressed up as progress.

CIOs rarely plateau because of tech.
They plateau because of perception.

How the board sees IT
defines how far the CIO can lead.

Level 1 frames IT as an operation.
Stable. Reliable. Controlled.

Here, the CIO is an operational leader.
Cost, compliance, and continuity dominate.

Level 1 isn't optional.
Without resilience, nothing else stands.

In regulated environments,
Level 1 excellence is the mandate.

🔹 Board view at Level 1:
Control and contain.

Progress starts with visible value.
Risk reduced.
Outages avoided.

Level 2 reframes the role.
IT becomes a business leader.

Platforms scale the enterprise.
Partnerships replace handoffs.

🔹 Board view at Level 2:
Growth and agility.

Advancement requires business language.
Revenue impact.
Customer outcomes.

Most CIOs operate across levels.
Reality is never linear.

The model creates clarity
where boards need simplicity.

Level 3 changes the equation.
IT becomes a transformation leader.

Technology shapes strategy.
Operating and revenue models evolve.

🔹 Board view at Level 3:
Reinvention and growth.

Reaching Level 3 isn't unilateral.
Boards and CIOs co-create it.

Strong CIOs shape the mandate.
They don't wait for permission.

Transformation is shared accountability.
Not an IT project.

One shift is constant.
From cost centre to growth driver.

The question is simple.
How is IT seen in your boardroom?

As a cost to contain?
Or a driver of reinvention?

Most boards confuse CEO
experience with transformation.

They assume that if a CEO
can manage an existing business,
they also know how to transform it.

After all, they have 20+ years
running operations that work,
and tweaking things here and there.

But managing what someone else built decades ago
and making it fit for the future,
require fundamentally different skills.

It’s like hiring a seasoned ship captain
to redesign a ship that was built in 1980.

They know how to keep it steady.
Not how to rebuild the engines
or redesign the decks.

Operational excellence keeps the lights on.
Transformation changes the engine.

And most operational CEOs have spent
their entire careers maintaining
what someone else built.

Even when they hire the right experts,
they've never personally led real transformation.
Just small change dressed up as strategy.

So they don’t recognise the difference between
optimisation and genuine transformation.
They often mistake one for the other.

Incremental improvement is fine,
when the problem is incremental.

But when your business model was designed
for a world that won't exist in 2030,
you're just optimising for eventual extinction.

A visionary CEO sees the market shifting
and builds the company that will win
in the world that’s coming next.

A traditional CEO sees last quarter’s numbers
and optimises the company that exists
for a world that’s fading into the history books.

One is building for tomorrow.
The other is perfecting yesterday.

Netflix saw the world that was coming.
Blockbuster wouldn't let go of the past.

Confusing the two is why transformation
for many companies is merely
incremental improvement dressed as progress.

New tech.
Even AI.
But nothing fundamental changes.

Meanwhile, the best CEOs are
building tomorrow’s business
before today’s becomes obsolete.

So which one is your CEO?

Transformation isn’t a project.
But too many firms still treat it like one.

That’s why success rates remain poor.

The instinct is to hand it to a PM,
with oversight and support from a PMO.
And that made sense for projects
when PMOs became standard practice in the 90s.

As the name implies, PMOs support projects.
Milestones tracked. Reports consolidated.
Delivery risk managed upward.

But transformation isn't a bundle of projects.
It's an enterprise-wide shift.
That’s the mistake many firms still make.

An enterprise-wide shift needs more
than Project Management.
It needs Transformation Management.

To be clear: a TMO isn’t a team that
“does transformation” to the business.
It places ownership into the business.

Here’s a hard diagnostic:

If over 60% of TMO time is spent
reporting upward in status meetings,
rather than resolving cross-functional conflict,
you're operating as a Legacy Administrator,
regardless of what the charter says.

PwC’s Vision. Velocity. Value study (2025)
surveyed 135 senior leaders in five sectors.
Download PDF: https://lnkd.in/eiPnnUF8

The findings are clear.

Organisations with dedicated TMOs
are far more likely to deliver
against budgets and timelines.

PwC uses this adherence range
as a marker of stronger execution maturity,
not guaranteed delivery success.

Without a TMO, most organisations
cluster below 50% adherence,
even with formal project controls.

But structure alone isn't enough.

The Strategic Orchestrator model only works
when the TMO lead has CEO-level mandate
to stop misaligned projects.

Even when business units resist.

Without that authority, TMOs default to
coordination, reporting, and compromise.

Here’s the strategic question
most leaders avoid asking:

Is our “Transformation Office” actually a TMO,
or a PMO that was renamed in the last reorg?

Most leaders already know the answer.
Admitting it privately is where progress begins.

So what should you do next?

Map where your TMO spends its time.
List which initiatives it can genuinely stop.
Check whether value is tracked post go-live.

Ask yourself:
Are you orchestrating enterprise change,
or managing activity with a new name?

The AI levels every leader must grasp.
It’s simplified. That’s the point.

Like any useful model.
Clarity beats completeness.
A one-page, high-level map. Not a manifesto.

✅ Level 1: Generative AI
AI creates. Humans guide.
Productivity without deep change.

Seen in marketing, HR, and support.
Prompts, drafts, summaries, copilots.
Fast wins. Little integration.

Examples: Canva, HubSpot, Salesforce users
Powerful tools.
Still human-driven.

✅ Level 2: Agentic AI
AI acts. Humans steer.
Workflows start to connect.

Data, APIs, and governance matter.
Agents plan, decide, and execute.
Humans supervise outcomes.

Examples: JPMorgan risk ops, Walmart supply
Real value begins here.
So do the constraints.

✅ Level 3: AI Reinvention
AI learns. The enterprise evolves.
Value creation itself shifts.

Systems, customers, and partners connect.
Feedback loops self-optimise.
Humans focus on oversight and innovation.

Examples: Amazon, Ping An, ByteDance
AI shapes pricing, risk, and models.
Not pilots. Core systems.

You don’t jump to Level 3.
You earn it.
Step by step.

The hard truth:
Most firms are at Level 1.
Pilots multiply. Progress doesn’t.

This illustration isn’t for theory.
It’s for movement.
A shared language to align progress.

Where is your organisation today?

Digital value isn’t born in IT.
It’s decided above the tech layer.

Most firms implement platforms first,
align the operating model second,
then wonder why business outcomes disappoint.

It’s an expensive pattern:
12–18 months on infrastructure
the business model can’t leverage.

Strategy, business model, and operations
must be synchronised before
you lay a single foundation stone.

This pyramid shows where decisions live,
and what breaks when you build
from the bottom up instead.

Technology serves an operating model.
That model serves value creation.
Get the sequence wrong,
and results won’t make the CEO smile.

It’s the classic mistake.
Putting the cart before the horse.

Alignment means governance, processes,
data, talent, and channels
all pulling in the same direction.

The goal isn’t better technology.
It’s reducing execution risk
before the build begins.

Some call it business architecture.
Others say operating model design.
I call it common sense.

Have you ever seen infrastructure
add zero value because the org
wasn’t ready to use it?

People don’t hate change.
That phrase is familiar.

And it’s wrong.

What people reject is confusion.
Being excluded.
Being told they’ve changed.

Change isn’t the issue.
People want progress.
They want it to make sense.

Good transformation leaders know this.

The old change playbook is broken.

Reused slides.
Offsite slogans.
Absence disguised as leadership.

They fail because the context has shifted.
Leadership hasn’t kept up.

What’s really happening:

• People don’t resist change.
They resist mixed signals.

• Launch isn’t alignment.
It’s the start.

• Speed isn’t success.
Bad timing causes damage.

• Repetition isn’t clarity.
Meaning cuts through noise.

• Accountability isn’t the problem.
Hypocrisy is.

One unclear message erases trust.
One absence,
and the story collapses.

Change doesn’t fail because of teams.
It fails when leaders retreat.

I’ve seen perfect plans.
With leaders already gone.

Leadership isn’t intent.
It’s visibility.

Most change breaks after launch.
Not from bad plans.
From missing leaders.

If you want belief:
Don’t bury people in data.
Explain what it means.

Show why it matters.

Real leaders understand this.

They don’t treat change as an event.
They treat it as a discipline.

The old question was:
“How do I make them change?”

The better one is:
“How do I lead them through it?”

If a plan ever felt wrong,
that instinct was right.

You’re not resisting.
You’re seeing what’s missing.

Most leaders announce change.
Few stay visible when it’s hard.

🔁 Repost if this reflects your leadership view
➕ Follow Rob Llewellyn for more insights

Most leaders confuse change
with transformation.

Here’s the difference that matters.

Change is about fixing.
Faster.
Cheaper.
More efficient.

New tech.
AI pilots.
A fresh lick of paint.

It’s repainting an old car
that’s already obsolete.
Looks better today,
useless tomorrow.

Change helps you run today’s
business better.
But rarely prepares you for
what’s next.

Transformation is different.
It asks:
What must we become
to win tomorrow?

Real transformation means
your people build capabilities
that didn’t exist in 2025.

Not skills.
Capabilities.
At scale.

That’s why so many
“transformation programmes”
are disappointments.

They’re merely change in disguise.
No vision.
No capability lift.
No future pull.

And yes. That includes AI.
When it’s bolted on without
a bigger shift in direction,
it’s just change with buzzwords.

It’s not about fixing the past.
It’s about choosing the future,
before the market decides for you.

You don’t lose a Fortune 500 client
because your methodology failed.

You lose them because:

🔹 You surprised the sponsor before a board meeting.
🔹 You failed to escalate when it mattered.
🔹 You optimised for your own business, not theirs.

Trust at the top doesn’t erode slowly.
It drains instantly.

All it takes is one moment
that puts your sponsor at risk.

Not looking uninformed.
Looking exposed.

That’s when the relationship ends.
Even if the work continues for a while.
Even if they smile on the next Zoom call.

Consultants talk about trust
like it’s something you build gradually.

But at executive level?

It’s also something you lose suddenly.

And here’s the part many consultants miss:

When the bucket empties,
it rarely refills.

No recovery plan.
No “lessons learned.”
No second shot.

In enterprise consulting,
trust isn’t a feeling.

It’s political capital.

Spend it wisely.

Loud consultants get noticed.
The trusted ones get called back.

Trust isn't charisma.
It runs far deeper than that.

Fact:
87% of clients say trust drives hiring
ahead of credentials or past results.
(Source: Global Research)

Every consultant needs visibility.
Some just pursue it the wrong way.

It turns into “Look at me.”
"I'm smarter than everyone."

They rush to speak.
But they lead with noise
instead of value.

They over-explain
and dominate the room.

Then they ask:
"Why was I overlooked?"

The consultants clients trust most
don't lead to be seen.
They lead to strengthen others.

They leave teams stronger than before.
They don't chase recognition.
They don't need it.

They're not loud.
But they are listened to.

They're not everywhere.
But they are remembered.

Because they operate in proximity.
Present when it matters.
Invisible when it doesn’t.

Trust isn't built on volume.

It's built by:

• Leading from alongside
• Giving credit away
• Asking before speaking
• Creating clarity
• Developing leaders
• Speaking with intent
• Enabling independence
• Leaving alignment behind

If this resonates with you,
you're not the exception.
You - are who clients keep coming back to.

“Trust is equal parts character and competence.”
Stephen M.R. Covey (The Speed of Trust)

The best consultants don't lead for credit.
They lead so others can lead from within.
That's how change lasts and why clients return.

🔁 Repost if this resonates.
📥 Try my newsletter: https://cxo.fm/news
➕ Follow Rob Llewellyn for more insights.

Most companies are treating AI
like electricity in 1883.

Powering individual tasks
instead of transforming how work runs.

When electricity first arrived,
companies used it to power single machines.

It lit factories.
Replaced steam engines.
Improved output per task.

But it didn’t change the game
until companies restructured around it.

They rebuilt workflows.
Created new job categories.
Standardised infrastructure.

That’s when companies stopped improving
and started reinventing.

Not through incremental change,
but full organisational transformation.

AI is following the same arc.

Right now, most companies are still experimenting:

• Testing in silos
• Automating tasks
• Speeding up decisions

But isolated wins don’t add up to a lot.

Not unless the organisation evolves with them.

Here’s the shift that separates infrastructure thinkers
from adoption thinkers:

• From tools → to systems
• From capability → to accountability
• From pilots → to platforms
• From projects → to processes

AI isn't a plug-in.
It’s a foundation.

Companies that restructure around it
won’t just adopt it faster.
They’ll operate in a different category entirely.

This is the hard part.
But it’s also the differentiator.

Infrastructure thinking beats adoption thinking.

What type of thinkers are leading your AI efforts?
Adoption or infrastructure?

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Catherine B. Roy 🌎

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