Our success stories
Read about the organisations we've worked with and how we helped them achieve success…
JOHNSTON CARMICHAEL
When Johnston Carmichael Chartered Accountants piloted Bravyn’s leadership coaching for one month, the impact was immediate
92%
of participants would recommend Bravyn to a colleague
Across hundreds of coaching conversations, leaders reduced overthinking that was blocking action, developed critical skills, and improved how they connected with their teams. They enhanced their mental clarity and focus, built stronger presence and decision-making confidence, learned to prioritise and manage competing demands, and developed clearer thinking that led to more intentional action. Leaders set meaningful goals and built new habits that directly improved their work.
Below, we explore what happened when one leader pushed through initial resistance to discover a completely different way of thinking.
The challenge
A leader faced a common struggle: dominating conversations in high-stakes meetings. Despite good intentions, anxiety about outcomes led to over-contributing, leaving little space for team input. They needed to shift from reactive problem-solving to strategic facilitation, but traditional training hadn’t created lasting change.
“What would Bravyn say to me? Rather than being reactive, what can help me in this situation?”
The journey
The Resistance Phase
The first interactions brought honest frustration. As a solutions-focused professional, they expected immediate answers to specific challenges. Instead, they encountered a different approach, one that asked more questions than it answered. But they persisted, particularly when preparing for difficult meetings where the stakes were high.
The breakthough moment
Then came the moment everything changed. Before a critical management meeting, the kind where they’d typically spiral into saying too much, they tried something different. Instead of rehearsing what to say or planning how to control the outcome, they sat with a single question: How could I create space for others to step forward?
It felt uncomfortable. Uncertain. But they walked into that meeting with the question still alive in their mind.
The conversation opened up. Team members contributed in ways they hadn’t before. The leader didn’t dominate, they facilitated. The anxiety that usually drove them to fill every silence? It transformed into curiosity about what others might say.
It worked. The next difficult meeting came. They tried it again. It worked again. And then again.
The transformation
With continued use, something unexpected had happened. The questioning framework they’d initially resisted had become their own internal voice. Their approach to difficult meetings fundamentally changed:
Before: ‘What should I say?’
After: ‘How could I open up the conversation to involve other people?’
The shift wasn’t just behavioural, it was cognitive. “The more I used it and the more I tried to apply that kind of thinking in situations, it made me grow that mindset. That’s probably been the biggest improvement.”
The outcome
Mindset change
From seeking external solutions to building internal capacity
Behavioural Impact
Consistently creating space for peer contribution in high-pressure settings
Sustainable development
Coaching approach internalised and accessible
The leader now approaches challenges with a questioning framework that reduces anxiety, increases strategic thinking, and improves team dynamics. The transformation wasn’t about learning what to do, it was about fundamentally changing how they think.
Their advice to others
“Yes, I would just say persevere.”
They know others may face the same initial resistance, but understand now what they couldn’t see at the start: that discomfort signals growth. The questions aren’t obstacles to solutions; they’re the pathway to sustainable change.
Why this matters
This case demonstrates what research shows: sustainable leadership development happens when we build internal capacity, not when we provide external solutions. The best coaching doesn’t give you the answers, it builds your ability to find them yourself.
The result? Leaders who don’t just solve today’s problems but develop the adaptability to handle tomorrow’s unknowns.
Could your leaders benefit from this kind of transformation?
We’d love to explore what sustainable leadership development could look like in your organisation. Whether you’re curious about running a pilot, want to understand how Bravyn works in practice, or ready to discuss bringing this to your team – let’s talk.
A SENIOR MANAGER'S JOURNEY
Building reflective habits: A Senior Manager’s journey with Bravyn
The starting point
A senior manager began using Bravyn as someone who’d previously experienced the benefits of coaching. Having worked with a professional coach the year before, they understood what coaching could offer. But maintaining that reflective practice without regular coaching sessions could be challenging.
The journey
Initially, they used typing instead of voice, as it felt more familiar. The morning and end-of-day check-ins came with reminder notifications set for 8:30am and 5:15pm. These gentle prompts helped establish a routine.
By the second week, they decided to experiment with voice input instead of typing. The surprise was how well it worked - even when words were picked up incorrectly, the system would auto-correct based on context. “I didn’t think it would be that clever, but it was”.
The voice feature made the experience more intuitive. Location mattered too, fine when alone, but they’d revert to typing when others were around.
The shift
What emerged was something they hadn’t anticipated: a sustainable habit of reflection. The routine of morning and end-of-day sessions wasn’t just about using an app, it was about creating space to think. To consider what went well, what didn’t, and why. To plan what needed to happen tomorrow instead of letting tasks drift.
One particularly challenging day illustrated the shift. They had listed three things that went horribly wrong, but the conversation helped them recognise that one meeting had actually gone really well. “It flipped my mood round”. Rather than dwelling on what went wrong, they could focus on what worked and consider how to bring that into other meetings.
Where it made a difference
The prep for one-to-ones became clearer, both for meetings they held and for their own sessions with their manager. “It made me realise I knew the result I wanted to get from it. I didn’t know at the start of the conversation, but it made me think through.”
End-of-day reflections became more natural. Without them, it was too easy to just shut down and walk away. With them, they were “very mindful of what did or didn’t go well and what made it not go well.”
The reality
Their perspective remained grounded “You’ve got to want it for it to be useful. You’ve got to put the effort in to get something out.”
For this manager, being in the right mindset made all the difference. As someone who’d previously experienced coaching, they could see the value and were willing to engage. The result was a tool that helped them process hard days, offload challenges constructively, and stay calmer, all while building the habit of regular reflection.
“It’s nice to be able to just offload it a wee bit and process it, and this helps you do that.”
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