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LEADERSHIP DEVELOPMENT

Operations Manager, Commercial Contractor:
Commercial authority, More than technical skill.


SECTOR

Trades

ENGAGEMENT

Leadership Development

BUSINESS SIZE

£650k

BUSINESS SIZE

Leadership capability

─── THE SITUATION

Technically strong. Commercially hesitant.

An operations lead at a commercial contractor had built a strong reputation for technical delivery. They understood the work. They knew the sites. The teams respected them. But when it came to pricing conversations, margin decisions and holding a firm line with clients and suppliers, confidence dropped and hesitation crept in.

The result was that commercial decisions that should have been made confidently at operations level were either delayed, softened or escalated upward. Margin was being left on the table. The authority the role required was not being exercised.

The constraint was not knowledge. It was the translation of technical credibility into commercial confidence.

“Technical credibility earns the room. Commercial authority keeps it.”

CLAIRE JOHNSON, HEAD OF LEADERSHIP DEVELOPMENT, SHRINE LONDON

─── WHAT WE DID

Developed the commercial authority the role demanded.

The Leadership Development programme worked directly on the behaviours, language and frameworks that underpin commercial confidence in an operational leadership role.

Pricing conversations were examined in detail. The programme built structured approaches to presenting rates, holding margin under pressure and responding to pushback without retreating. Real scenarios from the business were used throughout rather than abstract exercises.

Work on holding difficult conversations gave the client a structured method for addressing underperformance, renegotiating terms and managing commercial tension with clients and suppliers. The gap between knowing what needed to be said and being able to say it with authority was closed.

The programme also addressed the identity shift required to operate as a commercial leader rather than a senior operator. That shift is behavioural first and everything else follows.

─── WHAT WE CHANGED

An operations lead operating with the commercial authority the role had always required.

By the end of the programme the client was pricing with confidence, holding margin under pressure and having the conversations the role demanded without hesitation.

Structured approach to pricing conversations developed and embedded
Ability to hold margin under client and supplier pressure strengthened
Framework for difficult commercial conversations built and practised
Commercial authority exercised at operations level without unnecessary escalation
Identity shift from senior operator to commercial leader consolidated

ENGAGEMENT DETAIL
SECTOR Trades
SERVICE Leadership Development
BUSINESS SIZE £650k
TEAM SIZE 10–20 staff
PRIMARY CHALLENGE Pricing confidence & commercial authority

If this is relevant to where your business is right now, the conversation starts with a call.

BOOK A CONFIDENTIAL CALL
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SHRINE LONDON

128 City Road
London, EC1V 2NX
United Kingdom

hello@shrinelondon.com

+44 (0) 208 064 6072

LinkedIn → @shrinelondon

Instagram → @shrinelondon

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Battlefield to Boardroom

When Revenue Becomes the Distraction


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