Frequently Asked Questions

Over the years, we’ve worked with organisations at every stage, from ambitious start-ups to major global corporations such as Toyota.

Our sweet spot is typically growing, mid-sized organisations making the transition towards greater scale and complexity. Many operate in engineering, manufacturing or other performance-driven environments, where innovation, operational capability and commercial growth need to work closely together.

We work particularly well with businesses that are growing, innovating or evolving, and where leadership teams want to make better strategic decisions while staying close to how those decisions translate into performance.

Every engagement is different, but we typically begin in one of two ways.

The first is a close advisory relationship with the CEO or business leader. We often begin with an initial three-month period, giving both sides the opportunity to build the trust and chemistry that are essential for this kind of work. From there, the relationship can evolve around the priorities and challenges of the business.

Alternatively, we may begin with a focused strategic retreat or working session, typically over one to three days. This could be one-to-one with the CEO, with a small group of key executives, or with the wider senior leadership team.

What matters is not fitting the organisation into a predefined programme, but starting in the way that will create the most value.

Absolutely. Many of our engagements involve working alongside existing leadership teams, specialist advisors and external partners.

On larger transformation programmes, we often work across multiple service providers, from marketing and communications specialists to project management and technical teams, helping connect the different pieces around a common direction.

Our role is often to lead the execution and implementation strategy: creating a shared framework, clarifying responsibilities and ensuring everyone is working towards the same priorities. We don’t need to replace the expertise already around the table; we help bring it together and make it work effectively.

Haig is personally involved in every engagement. Having previously led larger consulting organisations, he brings that experience directly into the work, from shaping the strategic direction to helping establish the core and steering teams responsible for carrying it through.

A key part of his role is ensuring the right people, structure and accountability are in place so that strategy does not remain on paper. As an engagement develops, Haig stays close to the leadership team while bringing in additional expertise where it adds value.

Yes. Haig Barrett Partners works with organisations and leadership teams across international markets and cultures. Across the team, we work in English, French, Arabic, Armenian, Flemish and Spanish, allowing us to connect with clients and stakeholders across different regions and perspectives.

Absolutely. Our philosophy is that strategy and implementation have to go hand in hand. A strategy only creates value when there is a clear path for turning it into action.

Every engagement is grounded in a clear strategic roadmap. One of our specialities is developing concise A3 strategy and implementation roadmaps that bring priorities, actions and responsibilities together in one practical view.

But the roadmap is only the beginning. We stay close through execution, helping leadership teams maintain momentum, navigate obstacles and turn strategic intent into measurable progress.

The Strategic Copilot approach is designed for leaders who have to make important decisions without always having complete certainty. Rather than relying on rigid plans or trying to predict one version of the future, it combines strategic foresight, practical frameworks and trusted advisory to help leaders navigate change with greater clarity and confidence.

At its heart is the idea that strategy needs to remain coherent while the organisation continues to adapt. We help leadership teams challenge assumptions, explore different possibilities and make better-informed choices, while keeping people aligned around a common direction.

Most importantly, the Strategic Copilot is not there to take the controls. The role is to sit alongside the CEO and leadership team, bringing perspective, asking the questions that need to be asked and helping turn strategic thinking into practical action.

There is no standard timeframe because the engagement is shaped around what the organisation needs. Some begin with a focused one- or two-day strategic session, while others develop into advisory relationships lasting several months or longer.

For ongoing CEO advisory, we often begin with an initial three-month period. This gives us the time to understand the business, build the trust and chemistry needed for the relationship and start making meaningful progress together.

Larger transformation and implementation engagements naturally evolve over a longer period. The aim is not to stay for a predetermined amount of time, but to stay close for as long as we are adding meaningful value.

It starts with a conversation, directly with Haig.

The first step is not to arrive with a predetermined solution, but to understand what is really happening in the business. Haig works with the CEO or leadership team to explore the challenge, look beyond the immediate symptoms and question some of the assumptions around what may be causing it.

That initial diagnostic conversation is often valuable in itself. It helps create a clearer picture of what actually needs attention and where Haig Barrett Partners can make the greatest difference. From there, we agree the right way forward together.

There’s no passing the buck. The conversation starts with Haig, and so does the work.