Stellar Coach

Founder, Exec Coach

Sysdoc

Lead Consultant - Strategy and Leadership

Lead Consultant Business Change, Transformation, Programme Delivery

JPMorgan Chase & Co.

Programme Change Execution Lead

BAE Systems

Managing business change through design, build and adoption of standardised business processes, consistent ways of working and implementation of SAP4HANA platform. Engaged senior stakeholders to create and own functional unit deployment plans and established readiness network to deliver deployment readiness activities. Mobilised back office support function and category management approach to realise efficiency savings. Managed Maritime Services readiness activities to meet mandatory global legislation and compliance requirements.

Senior Business Change Manager, EBS Transformation Programme, BAE Systems Maritime Engineering & Ser

SSE plc

May 16 - March 17: Deployment Integration Partner working as part of the Metering and Smart Deployment Operation Centre with responsibility for delivery of Government mandate to provide every home with a smart meter by 2020. Establishing and driving deployment readiness activities, facilitating senior stakeholders to create and own business unit deployment plans, inputting into the end-to-end integrated readiness plan and readiness governance cycle. Integral in supporting the organisation to meet the deployment challenge and ensure it can deliver Government smart mandate for 2020. 

Feb 14 - May 16: Smart Business Change Lead working within the Retail and Smart Transformation Programme. Responsibility for all aspects of business readiness to successfully deliver integrated change and smart capability into metering and back office across UK in preparation to meet Government smart mandate for 2020.

Deployment Integration Partner / Business Change Lead

Capgemini

Change and Deployment Lead with responsibility for business readiness and delivery of global Document Management solution at Shell.

Management Consultant

Fujitsu

Experienced Business Change manager. Specialised in large scale IT-enabled change programmes. 

Clients include:

Centrica, RBS, ODEON, Central Government, Post Office, and NHS

Why survive when you can THRIVE? I'll help you take the smart decisions and smash your GOALS | Start today with my three-staged approach to make the change | Follow for daily insight

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💼 With 20+ years of experience, I've guided leaders like you in SMEs, tech startups, and entrepreneurial ventures. I help you find clarity, maintain work-life balance, achieve peak performance, and navigate career crossroads.

🔑 My coaching is tailored to your requirements—no set way, just your story. Whether it's leadership, work-life balance, or mindset, I'll help you set goals, make smart decisions, and unlock your potential.

Here's my approach:

🔸 Personalised guidance with one-to-one coaching. 
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🔸 Skill-building with tailored assignments and worksheets. 
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www.stellarcoach.co.uk
email: stuart@stellarcoach.co.uk
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Announcement!

Today I am publishing the first edition of The Stellar Edge – my bi-weekly note for CEOs, founders, COOs, Chiefs of Staff and transformation leaders who are leading through change.

It is practical and operator-led: decision cadence, clarity of direction, and momentum without the noise.

What you can expect each edition:

• A short point of view on a real leadership friction point
• A clear path forward you can use this week
• One page or template you can copy into your operating rhythm

This first issue covers:
• How to spot when your operating system is slowing decisions
• Reversible vs irreversible language that speeds you up safely
• How to run a weekly decision forum and publish a three-line brief

I’ve been meaning to do this for a while now, so I am finally hitting publish to share what actually works in the room when change gets hard.

If that sounds useful, open the newsletter below and hit Subscribe so you see the next one!

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#Leadership #Change #Strategy

I help CEOs, founders, and leadership teams navigate change with clarity, confidence, and momentum, turning uncertainty into opportunity.

Follow Stuart Turner for more insight on leading change at speed, decision cadence, executive operating rhythms, and turning disruption into practical advantage.

Stuart Turner

Create Space to Lead | Deliver Change That Sticks | Hands-On Strategic Advisory for CEOs, Founders & Leadership Teams Navigating High-Stakes Change

Decision speed, not last-minute heroics, is what actually gets your business moving. (Picture this: You are at a crowded junction. Traffic is inching 

Open article: Why You’re Still the Bottleneck And How to Step Out of the Way by Stuart Turner • 7 min read

Why You’re Still the Bottleneck And How to Step Out of the Way

Liverpool’s loss to Manchester United yesterday was a reminder of a simple truth: when clarity fades, performance drops.

This was not just tactics. It looked like vision, execution and trust breaking under pressure. Plenty of possession, little purpose. Hesitation in key moments. A side not fully aligned on plan or belief.

United, by contrast, looked like a team inching back towards clarity, discipline and commitment to a shared plan. Early days, but momentum shifts quickly when belief returns.

I see the same pattern in transformations within companies.

When results slip, leaders tend to overcomplicate the solution.

But when you strip it right back, the fundamentals are simple:

✅ Paint a clear vision
✅ Build a plan to deliver it
✅ Trust people to execute
✅ Support them through the journey
✅ Take accountability when it goes off-plan, then adapt and go again

No noise. No excuses. Just disciplined leadership.

And when things start to go right, there are patterns you can see as teams turn the corner:

• Standards made visible: one page that defines what good looks like for the next 30 days and what will pause to protect capacity.

• Clear decision rights: who decides, who advises, who is informed at the moments that matter.

• Decision forums instead of updates: written updates beforehand; in the room it is decide, delegate or date.

• Short cycles and small wins: tight feedback loops that rebuild confidence through execution, not speeches.

• A simple operating record: a live decision log and a three-line weekly brief so commitments and risks stay visible.

So if you were Arne Slot, what is the first move when the squad walks back into the training ground this week? 

Do you:
• Reset the standards and expectations?
• Simplify the game plan?
• Clarify roles and accountability?
• Rebuild trust and cohesion?
• Demand responsibility and execution from every player?

On the pitch or in the boardroom, the teams that recover fastest do the ordinary things with unusual consistency: clarity first, cadence next, then momentum follows.

Curious to hear your view...

If you were Arne Slot, what is the first step back to basics?

Liverpool Football Club
Manchester United

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#Leadership #Change #Organisation #DecisionMaking #Football

I help CEOs, founders, and leadership teams navigate change with clarity, confidence, and momentum, turning uncertainty into opportunity.

Follow Stuart Turner for more insight on leading change at speed, decision cadence, executive operating rhythms, and turning disruption into practical advantage.

New edition of The Stellar Edge:

Escalation Without Politics: How to move issues to the right level fast

Most organisations do not lack talent. They lack a clear path for escalation. 

That is why issues bounce around inboxes, decisions get reopened, and speed drops just when it matters.

In this edition I share a practical playbook you can use this week:
1) A simple three-level escalation ladder
2) Clear thresholds for when to escalate and who decides
3) The one-page evidence pack that replaces slide decks
4) A 45-minute decision forum that ends in owners, not updates
5) Templates and a first-week action plan

If your meetings are heavy on “updates” and light on decisions, this will help.

Read the article and hopefully you will find it of use!

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#Leadership #Change #Strategy #OperatingRhythm #DecisionMaking #Execution

I help CEOs, founders, and leadership teams navigate change with clarity, confidence, and momentum, turning uncertainty into opportunity.

Follow Stuart Turner for more insight on leading change at speed, decision cadence, executive operating rhythms, and turning disruption into practical advantage.

Most organisations do not suffer from a lack of talent. They suffer from slow escalation. Issues bounce around inboxes, creep across calendars, and ga

Open article: How to Move Issues to the Right Level Fast by Stuart Turner • 7 min read

How to Move Issues to the Right Level Fast

Most organisations do not move slowly because people lack urgency. They move slowly because every choice gets treated like it might break the business. 

When everything feels irreversible, meetings multiply, ownership blurs, and momentum dies.

This week’s note offers a simpler way to move fast without gambling the future: name the door before you walk through it.

➡ Reversible (two-way) decisions: run a small, safe test with a clear review date and stop-loss. Learn quickly, adjust openly.

➡ Irreversible (one-way) decisions: slow down just enough to align. Short evidence, clear owner, explicit trade-offs, visible success signal.

Inside the article you will find:

- A human, practical way to tell R from IR in under a minute

- The weekly rhythm that makes the language stick (not more process, just better cadence)

- Words that raise decision quality without adding time

- A one-page evidence pack for one-way doors, and a simple log that stops re-litigation

- A one-week rollout you can try immediately

When language is precise, speed follows. Small bets move in days, not weeks. Big commitments get the diligence they deserve. Drama drops, learning rises.

Read the full piece below and tell me where you will start: clearer labelling on the agenda, one decision forum a week, or a visible stop-loss on tests.

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#Leadership #Change #Strategy #OperatingRhythm #DecisionMaking #Transformation

I help CEOs, founders, and leadership teams navigate change with clarity, confidence, and momentum, turning uncertainty into opportunity.

Follow Stuart Turner for more insight on leading change at speed, decision cadence, executive operating rhythms, and turning disruption into practical advantage.

Most organisations do not move slowly because people lack urgency. They move slowly because every choice starts to feel like it might break something 

Open article: Speed up safely with the right decision language by Stuart Turner • 8 min read

Speed up safely with the right decision language

Change rarely fails because people are lazy. 

It fails because everything looks important at once. When every team has a list of ten “priorities,” the organisation has none.

The fix is not more energy. It is sharper focus. Pick a cross-functional top five and make it visible. Treat it like a contract for the next two weeks.

Here is how to run it without drama:
1) Write the five outcomes that matter most for the next two weeks. Use plain language. No projects, only outcomes.

2) Put a name and a date on each one. If there is no owner, it is not real.

3) Add a pause list. If you add something new to the five, name what will stop to make space.

4) Review the five in a weekly decision forum. Decide, delegate, or date. 
Capture changes in a simple decision log.

5) Publish a three-line brief within 24 hours. What changed, decisions made with owners, top risks and the next two weeks.

This is not a backlog. It is a focus system. Once the five are clear, teams stop guessing, leaders stop re-opening decisions, and momentum returns.

Try it this week. 

Write your five on one page, agree the owners, and name one thing you will pause to protect the work. You will feel the difference by Monday.

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I help CEOs, founders, and leadership teams navigate change with clarity, confidence, and momentum, turning uncertainty into opportunity.

Follow Stuart Turner for more insight on leading change at speed, decision cadence, executive operating rhythms, and turning disruption into practical advantage.

Big announcements do not stall transformation. The gaps between meetings do. 

Work slows where ownership blurs, inputs are missing, and decisions quietly “wait for next week.” That is where momentum leaks.


Fix the handoffs and the change will hold.

How to make handoffs work this week

1. Write a one-line handoff contract for each key stream:
owner → recipient, due date, required inputs, acceptance criteria.

2. Turn one update meeting into a decision forum:
options in writing before the session, decide in the room, record owner and review date.

3. Keep a live Decision Log:
date, issue, reversible or not, decision, owner, trigger to revisit.

4. Publish a three-line weekly brief within 24 hours:
what changed, decisions made (with owners), top risks and the next two weeks.

Language to use in the room
➡ “What must be true for you to accept this handoff?”
➡ “What will stop if we choose this option?”
➡ “If this is reversible, what is the smallest safe step by Friday?”
➡ “Who owns this until the next forum and what is the review date?”

Signals you are fixing the right thing
➡ Fewer reopenings of last week’s decisions.
➡ Work moves on time without chasers.
➡ Clear owners named at every boundary.
➡ Shorter meetings, calmer calendars.

In the end, change is not tested by the quality of a deck but by the clarity at the boundaries where teams meet. 

When each handoff is explicit, time stops leaking through the cracks. 

Decisions travel faster, ownership sticks, and progress becomes visible in the ordinary rhythm of the week.

Leaders who make handoffs boringly clear create organisations that feel lighter and move sooner. 

The headline will fade, the habit will not.

--

#Leadership #Change #Organisation #DecisionMaking 

I help CEOs, founders, and leadership teams navigate change with clarity, confidence, and momentum, turning uncertainty into opportunity.

Follow Stuart Turner for more insight on leading change at speed, decision cadence, executive operating rhythms, and turning disruption into practical advantage.

Most change efforts stall because the calendar stays the same. 

New slides, same weeks.

If the way time is used does not shift, neither will behaviour.

1) Think of change as three shifts in how you spend the week:
From reporting to deciding. Move information into short written notes before the meeting, then use the meeting to choose a path, name an owner, and set a review date.

2) From activity to outcomes
Publish what “good” looks like for the next 90 days, then stop work that does not serve those outcomes. Capacity is finite. Treat it that way.

3) From personal authority to clear rights
Write down who decides, who advises, and who is informed. When ownership is visible, escalation becomes the exception, not the habit.

This week, make three small changes:

1) Replace one update meeting with a 45-minute decision session. Enter with options in writing. Leave with one owner and a review date per item.

2) Post a one-page summary of direction and the five priorities that actually matter now. If a new priority appears, say what will pause.

3) Start a running record of major calls. One line each: date, issue, decision, owner, and when you will revisit.

Language to use in the room:

• “What would make us change our mind on this?”
• “What stops if we choose this?”
• “What is the first move by Friday, and who owns it?”

What you should notice within two weeks:

• Fewer reopenings.
• Clearer ownership.
• Shorter meetings and calmer inboxes.
• A visible link between priorities and what people do next.

Change is not declared at an offsite; it is earned in the ordinary weeks that follow. If the calendar changes, the organisation will too.

--

#Leadership #Change #Organisation #DecisionMaking 

I help CEOs, founders, and leadership teams navigate change with clarity, confidence, and momentum, turning uncertainty into opportunity.

Follow Stuart Turner for more insight on leading change at speed, decision cadence, executive operating rhythms, and turning disruption into practical advantage.

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