Co-A-Change

High Performance Formula

Our approach to performance is systemic, providing a comprehensive view of the elements necessary to achieve results—benefiting employees, leaders, and the organization. It builds on 20 years of experience working with the world’s most influential companies in consumer goods, technology, manufacturing, consulting, and finance.

Serious, HR and meeting with employee, talking and discussion for poor performance and journalist. Error, women and explaining to worker, conversation and policy violations of company or disciplinary

Systemic Approach

A methodology grounded in organizational and personal diagnostics, consulting, coaching, and mentoring—designed to build a performance management system that, aligned with strategy, drives stronger results, growth, and continuous learning.

True-to-Life Cases

Do you identify with any of these stories? Our mission is to provide tools that help organizations and leaders create high-performance environments.

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I joined this company a year ago and currently lead a team of five people. We recently let go of two due to low performance. One of the remaining executives has more than 10 years of experience in the role, but I don’t see the attitude to contribute to the team. He disrupts meetings, makes inappropriate comments, and his prospects are far below the rest of the team. I provided him with feedback in our last meeting, and he reacted poorly. It seems that in this company, low performance is not addressed or held accountable.

- Key Account Manager. Tech Company

I lead a regional sales team and have a reputation as a leader who can bring order to anything in a short time. I know I can be obsessive about details. Over the past five years, I haven’t taken a single vacation. I make time for my family, but I’ve already paid the price of this lifestyle—I went through a separation and faced a health issue largely due to stress. I want to advance to Director, but for reasons I still don’t fully understand, I’m not being given the opportunity.

- Regional Commercial Head

I was the CFO of a multinational company with significant global influence. I gave a speech at a ceremony with all the company’s leaders, motivating them to inspire their teams to overcome the negative streak we were facing. I had spent over 20 years working tirelessly to reach the top of the finance organization. At the end of my speech, one of the Quality Managers approached me and said words that still echo in my mind: “Can you truly inspire when you’re 40 kilos overweight?” That question changed my life—and made me realize my path was off course.

- Global CFO Pharma

Year-end evaluations consume a great deal of my time. I’ve wanted to promote people from my team, but my peers seem to have more influence and end up securing the new positions. The system is clearly inequitable—we see it more as a tool to justify dismissals. I don’t know what I can do to offer growth opportunities to my team and foster learning. Business indicators are somehow mixed with competencies, and I still don’t fully understand how to evaluate in a fair way.

COO. Pharma. North America

This will be my eighth year with the company. I work hard and love what I do, though I know that in another organization I’d likely already be a level higher. I manage a team of five, including two very young members. They haven’t shown interest in growing within the company, and I often struggle with what I consider basics—arriving late to meetings or submitting presentations with errors. While their work overall is solid, I’m surprised they miss on such fundamentals. I realize I need to be clearer in my instructions.

Digital Services Manager. Consumer Goods.

I joined this company a year ago and currently lead a team of five people. We recently let go of two due to low performance. One of the remaining executives has more than 10 years of experience in the role, but I don’t see the attitude to contribute to the team. He disrupts meetings, makes inappropriate comments, and his prospects are far below the rest of the team. I provided him with feedback in our last meeting, and he reacted poorly. It seems that in this company, low performance is not addressed or held accountable.

- Key Account Manager. Tech Company

I lead a regional sales team and have a reputation as a leader who can bring order to anything in a short time. I know I can be obsessive about details. Over the past five years, I haven’t taken a single vacation. I make time for my family, but I’ve already paid the price of this lifestyle—I went through a separation and faced a health issue largely due to stress. I want to advance to Director, but for reasons I still don’t fully understand, I’m not being given the opportunity.

- Regional Commercial Head

I was the CFO of a multinational company with significant global influence. I gave a speech at a ceremony with all the company’s leaders, motivating them to inspire their teams to overcome the negative streak we were facing. I had spent over 20 years working tirelessly to reach the top of the finance organization. At the end of my speech, one of the Quality Managers approached me and said words that still echo in my mind: “Can you truly inspire when you’re 40 kilos overweight?” That question changed my life—and made me realize my path was off course.

- Global CFO Pharma

Year-end evaluations consume a great deal of my time. I’ve wanted to promote people from my team, but my peers seem to have more influence and end up securing the new positions. The system is clearly inequitable—we see it more as a tool to justify dismissals. I don’t know what I can do to offer growth opportunities to my team and foster learning. Business indicators are somehow mixed with competencies, and I still don’t fully understand how to evaluate in a fair way.

COO. Pharma. North America

This will be my eighth year with the company. I work hard and love what I do, though I know that in another organization I’d likely already be a level higher. I manage a team of five, including two very young members. They haven’t shown interest in growing within the company, and I often struggle with what I consider basics—arriving late to meetings or submitting presentations with errors. While their work overall is solid, I’m surprised they miss on such fundamentals. I realize I need to be clearer in my instructions.

Digital Services Manager. Consumer Goods.

I joined this company a year ago and currently lead a team of five people. We recently let go of two due to low performance. One of the remaining executives has more than 10 years of experience in the role, but I don’t see the attitude to contribute to the team. He disrupts meetings, makes inappropriate comments, and his prospects are far below the rest of the team. I provided him with feedback in our last meeting, and he reacted poorly. It seems that in this company, low performance is not addressed or held accountable.

- Key Account Manager. Tech Company

I lead a regional sales team and have a reputation as a leader who can bring order to anything in a short time. I know I can be obsessive about details. Over the past five years, I haven’t taken a single vacation. I make time for my family, but I’ve already paid the price of this lifestyle—I went through a separation and faced a health issue largely due to stress. I want to advance to Director, but for reasons I still don’t fully understand, I’m not being given the opportunity.

- Regional Commercial Head

I was the CFO of a multinational company with significant global influence. I gave a speech at a ceremony with all the company’s leaders, motivating them to inspire their teams to overcome the negative streak we were facing. I had spent over 20 years working tirelessly to reach the top of the finance organization. At the end of my speech, one of the Quality Managers approached me and said words that still echo in my mind: “Can you truly inspire when you’re 40 kilos overweight?” That question changed my life—and made me realize my path was off course.

- Global CFO Pharma

Year-end evaluations consume a great deal of my time. I’ve wanted to promote people from my team, but my peers seem to have more influence and end up securing the new positions. The system is clearly inequitable—we see it more as a tool to justify dismissals. I don’t know what I can do to offer growth opportunities to my team and foster learning. Business indicators are somehow mixed with competencies, and I still don’t fully understand how to evaluate in a fair way.

COO. Pharma. North America

This will be my eighth year with the company. I work hard and love what I do, though I know that in another organization I’d likely already be a level higher. I manage a team of five, including two very young members. They haven’t shown interest in growing within the company, and I often struggle with what I consider basics—arriving late to meetings or submitting presentations with errors. While their work overall is solid, I’m surprised they miss on such fundamentals. I realize I need to be clearer in my instructions.

Digital Services Manager. Consumer Goods.

Achieve More with a Expert Coaching

At Co-A-Change, we believe in the transformative power of learning and growth to ignite lasting change. Our passionate team combines deep industry expertise with a genuine commitment to fostering progressive environments where true transformation can flourish. Choose us—where your journey toward meaningful change becomes our unwavering mission.

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