Designed for fashion devotees with impeccable wardrobes, city residents with inadequate closet space, business travelers, globetrotters, multiple home owners, fashion designers, and celebrities, the world’s first luxury wardrobe storage and cyber closet valet service business provided a host of elegant and convenient services, including museum-quality storage for clothing, shoes, and accessories, professional wardrobe photography and signature Cyber Closet application. Additional services included complimentary same-day pick up and ready-to-wear delivery, luggage-packing, and shipping. 

In working with the company’s Vice President, a growth strategy was designed, identifying future challenges and opportunities, targeting potential partnerships, improving customer experience, analyzing talent development gaps, and creating action plans to address expansion into different market sectors. 

The result: an expanding client base and significant growth in revenue and profit.


A major US Financial Services company recognized that in order to fulfill on their commitment to be the world’s leading digital bank, it needed to transform its core thinking and ways of operating from being a banking/financial services company offering digital services to being a digital company offering banking/financial services.  As part of the company’s ‘mobile-first’ strategy, Janey co-designed and delivered a two-day leadership workshop for a multi-disciplinary team chosen to lead on the digital transformation culture shift.

 The project goal was to make the organization fully customer-centric by introducing new cutting-edge technologies such as blockchain, big data, artificial intelligence etc., while simultaneously assimilating them into the business processes and procedures.  

The result: A Leadership Team equipped with immediately-actionable tools to be able to clearly articulate the new vision and deliver a comprehensive communication strategy, engage and mobilize employees, and identify easy wins to ensure momentum.


Following a Company Culture survey and analysis, a global helicopter business determined that in order for its Operations group to achieve “Operational Excellence,” specific identified gaps needed to be addressed. Specifically, a more collegial and collaborative approach by the global Leadership Team was needed, promoting a culture of accountability and high performance.  

A series of six two-day quarterly meetings (with follow-on coaching support) was co-designed and delivered bringing the global Operations Leadership Team together to review their performance and leadership styles. Confidence and accountability was built within their teams, thereby promoting better and more efficient interdepartmental work habits. Subsequently, delegation of tasks was more effective and efficient, opening up more adaptable working channels.

The result: a dramatic increase in the effectiveness of delivery metrics which led to increased business opportunities.


The co-Founders and co-CEOs of a US hospitality company with a multi-location portfolio of custom-designed luxury spaces for group travel were looking to work out their personal futures and the future of the business in the face of differing needs and perspectives.

A one-day Strategy meeting was designed to unlock the brothers’ ability to align on the company’s future vision/mission/strategy and timeline, and how to deliver on it and to start looking at the values, behaviors, and practices required of them to role model for others in the organization.

Following what was aligned on during the Strategy Day, a series of Coaching engagements were carried out with both the co-Founders and various members of their Leadership Team introducing different management and leadership models and perspectives.  The tools given to the Team both played to the individuals’ strengths and focused on producing elevated Team results.

As the financial landscape shifted and it became clear that the future of business wasn’t predictable and needed to be pro-actively created, a 1 ½ day Leadership in-person offsite was delivered for the Leadership Team members to come together and align on both their annual goals based on business priorities, and their company mission and values that would provide the context in which they delivered on these goals.

The result: A more aligned and cohesive Leadership Team collaboratively making decisions on future business strategies and internal promotions based on recognition of performance measures achievement.


A US/Canadian Carbon Capture and Storage (CCS) company with expertise in the permanent storage of carbon dioxide enabling cost-effective, wholesale decarbonization of industrial emitters across North America through CCS needed an Executive Coach for their Leadership Team to support increased leadership effectiveness and high performance.

Coaching was carried out with seven Leadership Team members individually, including the CEO, over a period of six months with conversations focused on developing innate strengths and addressing gaps for development identified via individual 360 Feedback interviews.

As a Private Equity-backed organization, the alignment of strategic direction and business priorities between the Sponsor and the company Leadership was imperative and support was needed to navigate the differing perspectives.

Additionally, the company had many obstacles needed to be overcome such as external national permitting agency timelines, differing State legislation, and budgetary constraints determined by their Sponsor.