After a long period of leadership stability and sustained growth, this highly successful New Zealand-owned organisation faced a wave of planned retirements within its executive team. At the same time, rapid expansion and increased complexity meant the founder needed a new calibre of executive leadership—one that could future-proof the business, drive strategic progress, and mature key organisational capabilities, all while respecting the culture and values that underpinned their success to date.

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Cultivate was engaged over a three-year period to support the appointment of four new executives. Each role required a customised Success Profile that differed significantly from the incumbent’s scope, demanding a deeply consultative approach to shaping the brief.

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With several long-tenured internal applicants involved in each process, it was critical to run an equitable and transparent process that maintained internal trust and engagement. Cultivate ensured these candidates had a fair opportunity to demonstrate their potential, while also supporting the organisation to explore and harness their strengths in alternative leadership pathways when they were not selected. This approach preserved institutional knowledge, honoured tenure, and maintained high levels of engagement and retention throughout a significant leadership transition.

An incoming board sought to reset leadership after a period of poor performance and internal dysfunction. Cultivate was appointed to lead a search for a high-performing General Manager to restore trust and reposition Auckland as the country’s leading sports region.

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The internal 2IC was assessed alongside external candidates using a measurable Success Profile created with the board. They were interviewed alongside the top three external contenders using a structured and board-approved guide and not progress to the final stage.

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When a Personal Grievance was later filed, Cultivate provided thorough documentation demonstrating a fair, consistent, and criteria-led process. The claim was not upheld. The appointed candidate has since made significant strides in rebuilding trust and transparency across the organisation.

Facing uncertainty about whether their long-serving CEO was the right leader for the next phase of growth, the Board engaged Cultivate to run a transparent, criteria-based appointment process. Although the CEO chose not to apply, three internal candidates did — including the 2IC — and were assessed equally alongside external applicants using a measurable Success Profile co-developed with the Board.

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The 2IC was shortlisted alongside three external candidates. When the final Board vote was split between the 2IC and a top external contender, Cultivate guided the Board to revisit the agreed criteria, helping shift focus back to the organisation’s priorities. A second vote followed, resulting in a clear 5–1 decision for the 2IC.

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When the outgoing CEO later filed a Personal Grievance, Cultivate’s documentation proved the fairness and consistency of the process. The claim was not upheld — demonstrating not only a strong appointment outcome, but also a legally defensible process that protected all parties.