Executive Summary

Evolving Organizations

Our clients contact us with some of the following complaints:

• We have difficulties achieving sustainable results
• We have a hard time making decisions
• Nobody takes responsibility, there is a lack of leadership
• There are 2 or 3 people in my team who generate a lot of conflict
• There is not enough trust to talk about important issues
• We need to improve internal communication and overall collaboration
• It is difficult to attract talent
• We do have low employee engagement

These are sometimes symptoms that the company culture and ways of working have reached a serious limit, and there is a need to evolve your organization.

The world has already changed and in a large majority of organizations business practices still follow management models and practices that are already 100 years old, and which are proving to be insufficient to face the challenges of today’s market and society. One of the best known indicators is Gallup’s 2013 “State of the Global Workplace” survey of 18 million employees worldwide, showing that 87% of employees are not engaged in their work.

In 2014 and 2015 there were two events that have transformed our vision of management and organisational cultures: The publication of Frederic Laloux’s book, “Transforming Organizations” and the founding of Corporate Rebels (with the publication of his book “Make Work More Fun”) a little later.

So, what do we need to do as business leaders? These frameworks and concepts reveal that there are other ways of working, but sometimes it is not clear what to do or where to start, even what is the desired end state. A lot of companies are experimenting with new ways of working and it seems clear that there is no right answer, there are many…

Their fundamental difficulty lies in the execution and its change management. It is necessary to evolve leadership styles, belief systems, consciousness (internal change)… and at the same time reinforce them with new structures, systems and procedures that anchor and solidify the change (external change).

This program is targeted to Business Leaders and/or teams willing to make an impact in their organisations, providing a complete and practical vision of these new business practices, providing tools, processes and best practices to be able to face this challenge with the right tools and mindset.

Specific areas where we can help:
1. How to define and anchor organizational purpose or/and values?
2. How to increase experimentation vs annual planning and control?
3. How to increase collective leadership?
4. How to increase freedom & responsibility?
5. How to distribute power effectively?
6. How to achieve radical transparency?
7. How to achieve dynamic governance?
8. How to evolve hierarchy and create networks of teams?

A success story on topic 1, in one of our corporate clients, the CEO wanted to reinforce and evolve their company culture. The culture was quite healthy and there was good employee engagement, but it lacked formalization and also a significant upgrade of leadership style. So we worked with more than 100 people to collectively articulate the vision, purpose and values, and train all teams in the new leadership skills required.

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Service Methodology

The service is structured in workshops during a period of 12 months. In each workshop the business need is articulated, a brief theoretical context is provided and new management practices are experimented, developing the leadership and collaboration skills necessary to make the change sustainable. There is usually work between sessions in which the team puts into practice the new processes and discovers learning, difficulties, doubts, which will be solved in the following session.

The intention of the work is also to create a space where openness, trust and learning attitude is created, so teams usually experience the power of co-creation and deep collaboration and connection.

The Ways of Working in the workshops usually have the following structure:
– Brief theoretical context
– Role Play or case discussion
– Demonstration of alternative practice
– Practice in small groups (break-out rooms)
– Debrief of learnings in plenary session
– Next steps (how to apply to the team’s day to day reality)

In the first session, a basic context is given about the change that is occurring and the diverse proposals that are emerging, having also practical exercises to start having a collective experience. These first sessions also serve to articulate the challenges that the team is facing and prioritize the areas that the team wants to work on in depth.

The following sessions we work on the prioritized items, from both the external aspect (a new process or structure) and also the leadership behaviours required (internal change). Some topics may need more than one session.

Some examples:
– Articulate vision
– Objective Setting & Review
– Discover Purpose & team Values
– Organizational Design
– Meeting Structure
– Role Definition
– Role Selection
– Decision Making
– Co-creation of Proposals
– Agreements
– Feedback process
– Conflict management

All this processes are based on a combination of recognized frameworks (i.e. Sociocracy 3.0, Liberating Structures, Leadership development, Team coaching, Systemic Facilitation, Organizational Constellations,…) adapted & customized based on our experience. All processes are documented and delivered to the client for future reference and practice.

At the end of every session, there is a workshop evaluation where we collectively take the learnings to apply to the following sessions.

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Service Options

Companies can elect whether they just require Appleton Greene for advice and support with the Bronze Client Service, for research and performance analysis with the Silver Client Service, for facilitating departmental workshops with the Gold Client Service, or for complete process planning, development, implementation, management and review, with the Platinum Client Service. Ultimately, there is a service to suit every situation and every budget and clients can elect to either upgrade or downgrade from one service to another as and when required, providing complete flexibility in order to ensure that the right level of support is available over a sustainable period of time, enabling the organization to compensate for any prescriptive or emergent changes relating to: Customer Service; E-business; Finance; Globalization; Human Resources; Information Technology; Legal; Management; Marketing; or Production.

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Service Mission

The main purpose of this service is to help Leaders and teams to navigate these uncertain times, providing an opportunity for transformation and evolution of its work practices and team dynamics. A space for reflection, sharing, learning, discussion, practice and putting in place new tendencies in management and ways of working.

As a result of this service:
– Teams increase their level of trust and confidence
– Teams have practiced and already implemented new patterns in their day to day operation and have all the new patterns documented for reference
– Business Leaders and teams have designed their own path towards organizational evolution
– Leaders and teams are taking multiple steps and already getting the benefits from the changes we are implementing along the way
– There is a stronger sense of belonging
– Responsibility and leadership increases at all levels
– There is a much higher level of transparency

The new practices are not that difficult to understand but more to apply in real situations and scenarios. Our experience says that having a space where we can all learn from each other, understand challenges, share potential solutions, practice in real situations, makes a real difference.

Our approach is not to come with THE SOLUTION, instead open a space where the leaders and teams find their own solutions to real challenges they are facing today. Our role is to create a safe environment where this is possible and to provide proven frameworks that are used in progressive companies nowadays.

Our experience tells us that usually the challenge is not on the new processes, but on personal behaviours, beliefs, team dynamics or work culture that prevents the change to happen, or makes it real difficult. By approaching the change in all its dimensions (internal, external, individual and collective) really helps to make the change possible and sustainable over time.

There are basically 2 ways to approach change: Break & Give (there is a new operating model and the team transitions in one shot) or Blend & Lead (we start where the team is, and then make gradual steps by understanding their real challenges). We usually recommend the second, but on some occasions (there is an urgency or a need for a quick radical change) the Break & Give paradigm is the best option. Deciding which way is the best is usually the first key decision we need to take with the group.

We ask for a 12 month commitment for this service, as navigating the transition together is a key success factor (usually our clients stay for a multi year approach as needs change as well as business and team challenges).

Service Objectives

The following list represents the Key Service Objectives (KSO) for the Appleton Greene service.

1. Leadership Transformation

   One of the key outcomes of this program is to be able to upgrade the team’s leadership style and abilities. A real and sustainable change happens when internal change is achieved, upgrading consciousness, belief systems, accessing the unique talent each individual has, and learning new abilities and personal tools. The first and probably most difficult challenge is to be able to challenge the same definition of Leadership. We are so used to seeing one aspect of Leadership (what we call the leader in front) that we ignore all the other dimensions of leadership (the leader behind, beside, in the field, …). The challenges we are facing as business Leaders also cannot be solved by a few individuals, requiring that a significant part of the teams step-up on their leadership. We navigate Leadership in a 3 stage approach: Level 1 or Self-Leadership (the ability to access your best version, your talents, your vision, your values, but also your fears and blocks), Level 2 or Co-Leadership (the ability to co-create and develop powerful relations) and Level 3 or Team Leadership (the ability to access the collective intelligence and leadership). As we combine internal and external aspects of change, we work with consciousness and awareness, but also provide leadership tools and abilities that can change external behaviours in a sustainable way. A key example of this is the ability to provide feedback. Transforming the way we provide feedback requires facing our fears towards feedback, avoid toxic behaviours in the conversation, but also a structure to provide feedback, guidelines on what is an effective feedback and what not, discuss specific situations (i.e. feedback to a colleague, a boss, or a direct report), a process to deal with individual feedback, with team feedback. If needed, we can also help organizations to articulate their own definition of leadership and to identify specific competencies required for this new leadership style.

2. Team Cohesion

   When we work with a team or a group of Business Leaders, and they go through a critical experience, increasing their awareness, transforming their leadership style and capabilities, opening up to their colleagues, it increases trust and diminishes toxic behaviours, deepening their connections. We say that a team has a soul, an identity, and when we are letting this identity to flourish, it does create a powerful sense of belonging. This can be translated into values, vision, or any other aspect, but beyond that is to create a psychological safe environment where the collective can flourish. When working with a team we usually measure with a survey (and interviews if required) what is their current state, and what they need to advance to a next level of development. There are a number of stages in team development that are on the rails of development with trust (diplomatic, open, involved, synergistic), but there are others that are derailed and require intervention (apparent, sectorian, stuck and armoured). As an example, to move from apparent (I say what you want to hear, or I don’t say anything) the team needs to have a space to talk about what matters to them, be able to accept a diversity of opinions and points of view.. Opening up is not a one day exercise, but to help the team to go deeper and deeper as the program advances. When we are not working with a team, but a group of individuals, it also generates a space of trust and belonging, but there is less of a team agenda, more a joint training.

3. Evolving Culture
   A team culture is usually defined by its values, but specially by the day to day behaviours. A great set of values on the wall does not make a great culture, it can be inspiring but if team behaviours are on the opposite side of the team values, there is incoherence and disconnection. Let’s say that the value is transparency, but teams are using information as power or control, … If the value is people oriented, but most of the key decisions are based only on business results. The alignment between values, leadership behaviours and organizational processes is critical to be able to provide a coherent and effective culture and ways of working. A key mistake on value definition is to design values to match the culture we want to have, instead a honest exercise of values is a discovery exercise, what are the team/organizational values and how the values are being honoured on a day to day basis. The more collective we do this exercise, the more powerful it will be. Values and leadership behaviours are two important aspects of a culture, but are not sufficient. A team without a real purpose, a direction, will miss a critical element of its culture. Progressive organizations give a similar importance to the purpose than the values, and some organizations have gone bold, making their purpose a central element of their culture and decision making (Patagonia case – the outdoor clothing company – is one of the most courageous we know). And last but not least, if we do a great job on discovering values, purpose, transforming leadership… but our day to day practices remain the same, there will be inconsistency and incoherence, resulting in frustration. How do we make decisions together? How do we deal with conflicts? How do we organize work and delegate? What are the meeting practices? What are our policies and procedures and how are they aligned with the new culture?.. Are key aspects to rethink and redesign.

Testimonials

Lindt & Sprüngli

“ To talk about Mr. Zardoya is to talk about a before and an after.

As a professional in the world of HR and people management, I have worked with many profiles and consultants and I can say that in Mr. Zardoya I have found that feeling and connection that is so difficult to define and find in a partner.

They have helped us and continue to help us every day in a process of transformation, cultural evolution and leadership that is not at all simple (rather complex), which has involved almost 200 people. The passion and commitment they put into everything they do make the difference. They understand you, put themselves in your shoes and speak the “language” of people linked to the needs of the Business in a very real and sincere way. That is why they become a key piece for the HR team and a very solid support for the company’s management team.

Once again, thank you for being you and for joining us in this adventure”

• People/HR Director

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Wolters Kluwer

“ Between September 2019 and February 2020, we had the privilege of participating in “Collective Leadership” training sessions with Mr. Zardoya. Through a combination of theoretical training and practical workshops, Mr. Zardoya made our group get to know each other and integrate much better. We went from being a group of people working together to a coordinated team, where trust in each other was total. The experience was not only enriching, but also fun and fruitful.

The training had a second part between 2022 and 2023, this time the focus was more individual, but always circumscribed within the framework of the group (Collective Leadership). After conducting a 360º assessment in which we evaluated each other, as well as receiving evaluations from our team and even people outside the organization with whom we had worked in the past. Subsequently, we conducted individual coaching sessions based on the results of this assessment, to get to know each other better, to understand in depth what the rest of the team expected from us and to work on our weaknesses.

The result of both actions has been very positive. Mr. Zardoya has proven to be an excellent ally in our professional and personal development, helping us to strengthen our leadership skills and improve cohesion and confidence within the team.”

– HR/People Director

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Enreach

“ After almost 9 years of collaboration with Mr. Zardoya, I can say that the experience has been profoundly transformative.

Their accompaniment has been key in the development and strengthening of the teams in Enreach. Through group coaching processes, they have contributed significantly to building trust, cohesion, alignment towards common goals and a shared team vision.

We have also had individual coactive coaching processes, which have had a very positive impact both personally and professionally. The human quality, closeness and commitment of Mr. Zardoya have been a constant throughout this time.

After so many years, Mr. Zardoya is no longer just a partner: they have become true allies and an essential part of our team. Their professionalism, honesty and the trust they generate allow me to affirm with total conviction how teams that were once demotivated and without energy have been transformed into committed, cohesive and high-performing teams.

For all these reasons, every time someone asks me about Mr. Zardoya, I do not hesitate to recommend them with a smile. Working side by side with them marks, without a doubt, a before and after in the life of the teams.”

– HR/People Director

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Global Sports Company

“ An incredible experience on a professional level, but also on a personal level for the whole team. An enthusiast who gives their all in order to get the best out of each of us and the whole system.

There is clearly a before and after in our group and in the different ways we relate to each other after working with Mr. Zardoya.

I distinctly remember working with Mr. Zardoya in 2018 with 5 spectacular workshops that none of the 11 participants will ever forget.

At that time I was leading a logistics plant of 400 operators and 35 managers. I felt that my team of managers was at a point of stagnation: relationships were not fluid and we did not function as a team, where the most senior ones did not integrate the new ones, the system showed signs of not being healthy enough and the environment was not trusting.

With Mr. Zardoya we did 5 experiential workshops where we were able to recognize ourselves from our vulnerability, identify our leadership styles, our strengths, our personalities, work on our differences, and integrate the benefits of collaborative work (co-leadership) in our organization.

The results were immediate and in different dimensions:
– On the one hand in the atmosphere of the entire team of managers (all 35 of them!) through the influence of the 11 participants: We gradually started to work as a team, united, respectful and very conscious.
-On the other hand, in the overall atmosphere of the entire warehouse (influence on the 400 people!). A fact: the overall score in the center’s social climate survey, which we do annually in the company went from 84% in 2017 to 88% in 2018 to 94% in 2019 and 95% in 2020.”

– Logistics Center Director

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Verbio

“We engaged Mr. Zardoya on the period 2022-2023 to support our Steering Committee during an important period of change at Verbio.

Throughout this process, Mr. Zardoya provided us with practical tools that helped us improve the way we worked as a team. Through exercises and team dynamics, we were able to get to know each other better, identify our strengths and areas for improvement, and establish new ways of collaboration that have had a positive and lasting impact over time.

Mr. Zardoya is someone who quickly builds trust, while not avoiding addressing complex or sensitive topics. He always brought creative perspectives that allowed us to open up and be vulnerable. His methodology and practical approach made the process truly transformational.

I sincerely recommend Mr. Zardoya for any leadership team coaching or support process.”

• CEO

“We needed to develop our team leaders in leadership skills, recognizing that each had different levels of experience and competence. From the beginning, Mr. Zardoya clearly understood our needs and designed a very practical training program that was very helpful for our managers. He aligned the expectations of the company’s leadership with the development needs of our team leaders, ensuring a coherent and effective approach. The feedback from participants was very positive, highlighting the relevance and applicability of the content. I wouldn’t hesitate to contact Mr. Zardoya again for future people development initiatives. Highly recommended”

• People Director

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More detailed achievements, references and testimonials are confidentially available to clients upon request.

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Industries

This service is primarily available to the following industry sectors:

Technology

Current State:

Technology sector tends to be where more innovation in workplace cultures occurs, but also faces unprecedented turbulence and uncertainty. Many corporations we work for are trying to balance new generations’ demands for more flexibility with the need of maintaining a strong corporate culture and practices. Also there has been a tremendous shift in cultures pre and post pandemic.

Key challenges:

1. The Hybrid Culture Divide: Most of our clients in the Technology Sector are in the dilemma between a “work from anywhere” policy and the “return to the office” mandate. Most have adopted an hybrid schema, but seems to have the worst of the two worlds. Very Few of them are taking the courage to let the teams decide collectively what is the best approach for them, and empowering them to manage issues as they appear. Different studies suggest that giving freedom to decide has significantly reduced attrition rates (LinkedIn Tech Talent Trends), while companies mandating a full return to office saw a 42% higher turnover.

2. Innovation Fatigue: The accelerated trends (AI just being the latest) is stressing the teams to keep up to date, successive innovation waves makes it difficult also to integrate and balance competing needs, and to keep the focus on customer needs more than technology offering. As burnout and stress increases, employees tend to be less loyal and change jobs at a very fast pace, stressing corporations to find the right talent and to keep a company culture.

3. Leadership Credibility: Teams are more demanding towards their Leadership, sometimes at an unrealistic level, while Leaders may lose confidence in their teams while in the need to take mass layoffs.

Leadership Imperatives for the upcoming future:

• Radical transparency: Regular town-halls with open questions to the Leadership team, providing full transparency on objectives/achievements, using technology to provide access to relevant information, salary transparency are some of the measures some organizations are taking.
• Streamline & Simplify: Reduce significantly hierarchy levels, provide higher levels of autonomy and decision power to teams, move from job descriptions to dynamic roles and dynamic governance, reduce unnecessary policies and procedures, speed up decision making.
• Experiment & Adapt: Balance the need of long term planning with shorter terms & more ambitious objectives (OKR).
• Reinforce Culture: Make culture (purpose, values, principles, expected behaviours) real (not made up) and central to the company strategy.

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Consumer Goods

The Consumer Goods sector is in our experience (along with Pharma) where most efforts have been directed towards building a strong culture and leadership behaviours. Most of the corporations have strong leadership training programs, team and individual coaching services, well defined values and purpose,… Probably one of the biggest frustrations is that all these efforts are still not increasing employee engagement and satisfaction.

The sector is undergoing its most significant cultural transformation since e-commerce disruption:

1. Disconnect between the official culture vs day-to-day behaviours. While there has been a lot of efforts on aligning the culture with leadership behaviours, still there is a disconnect between employee experience and official culture. People analytics (measuring key behaviours on a regular basis) is helping to measure people outcomes and results.

2. AI-Human Balance Challenges: While AI seems critical for demand forecasting and consumer insights, teams (specially front-line workers) are not well trained or lack significant skills to take full advantage of these tools.

3. Frequent business restructuring and reorganization. Regular and more and more frequent organizational changes creates a lot of discomfort and uncertainty, stressing teams while losing focus on customer value and needs. When there is uncertainty, a lot of politics are played to secure my next job, it also has a significant impact on team dynamics.

Leadership Imperatives for the upcoming future:

• Less is more on leadership transformation. Ensuring key leadership behaviours are adopted widely with a holistic approach (competence definition, training, people analytics, recruitment, performance evaluation) instead of trying to adopt too much change. As an example: changing feedback culture.
• A more dynamic and fluid organization. Corporations having the ability to change organically and with the market context and demands (continuous reorganization) may have a significant competitive advantage.
• Employee Experience: Applying customer experience techniques to internal employees, giving options and empowering employees to be able to take career choices, training initiatives and so on.

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Health Pharma

This sector faces a cultural paradox, while healthcare ranks #1 for workforce purpose (PwC Health Research), it also has the 3rd highest burnout rates (WHO 2024).

Purpose seems to be very relevant to this sector, as they are organizations focussed on well being and healthcare, but sometimes it is not central to decision making, appearing incoherent to its customers or employees. Some of our clients also transitioned from family businesses to a more professional management, creating some cultural tensions between former employees and new hires (especially if they are coming at Executive Levels).

On People development initiatives, they tend to mirror other sectors (specially Consumer Goods) as their business models are getting closer, and people’s needs are converging as well.

Innovation is absolutely critical in this sector, and sometimes R&D employees have a difficult fit with the rest of the organization, making cross functional initiatives and collaboration complex. Pharma R&D teams operate at startup speed and with a more scientific mindset, while commercial and financial teams face restrictive compliance cultures.

In the Health care sector, Hospital administrators tend to use top-down leadership and a very hierarchical culture, while younger generations demand a more collaborative decision-making.

Leadership Imperatives for the upcoming future:

1. Continue professionalising roles and company ways of working, as customers and distributors have more options and expect the same service as in other sectors.

2. Putting purpose at the center, really.. Take advantage of the strong purpose driven culture and make it central to key decision making. Ensure this drives behaviours at all levels in the organization, eliminate policies and procedures that go against the purpose.

3. Take advantage of the culture mix. Creating an integrated culture that builds on the legacy and takes advantage of the new trends and behaviours can be extremely powerful, and takes time.

4. Enhance cross-functional collaboration. To avoid silos and increase empowerment.

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Locations

This service is primarily available within the following locations:

Barcelona – Spain (+Hybrid Worldwide)

Barcelona is a completely renovated city after the Olympics in 92. The city is well known internationally and is one of the preferred destinations for expatriates and digital nomads.

Besides its strong cultural background (probably the best known is the work of Gaudi), you can sense it arround the city. Nowadays it has a very strong and diverse culture (25% of foreigners in 2024 with more than 180 nationalities) and is a vibrant city with lots of opportunities.

Beyond the nice weather all year, cultural offering, the lifestyle… in the last 10 a significant number of corporations have been establishing specially Technology hubs as the market offers highly competent professionals and life conditions are very attractive.

Barcelona has at least 4 very established sectors with world-class reputation:

• Executive Education: IESE and ESADE are among the top Executive universities (In the 2025 Financial Times Global MBA Ranking, IESE Business School’s Full-Time MBA is ranked #3 globally and #1 in Europe. Esade Business School’s Full-Time MBA is ranked #8 globally and #5 in Europe )

• Consumer Goods, especially the FOOD industry. Global Leaders as Agrolinem-GBFoods (one of our clients), and strong presence of Corporations (PepsiCo, Lindt. Nestlé,, …). Alimentaria (Food Fair in Barcelona) is also one of the top worldwide.

• Health & Pharma. Public health in Spain is recognized as one of the top worldwide, while there are a number of local Pharma companies that are world champions (Dentaid, Grifols, Almirall, Esteve, Ferrer). Very strong presence of Corporations.

– Technology. Very strong presence of Regional Digital Hubs and a strong start-up culture (Verbio as an example is also one of our clients)

Being based in Barcelona gives us a very strong sector knowledge and reputation, that we can leverage worldwide with a full online service or an Hybrid approach (online with some face to face workshops). Nowadays almost 50% of our revenue is full online or Hybrid.

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Clients

This service’s current clients or employers include:

Accenture

Accenture is a leading global professional services company that helps the world’s leading businesses, governments and other organizations build their digital core, optimize their operations, accelerate revenue growth and enhance citizen services—creating tangible value at speed and scale. We are a talent- and innovation-led company with approximately 801,000 people serving clients in more than 120 countries. Technology is at the core of change today, and we are one of the world’s leaders in helping drive that change, with strong ecosystem relationships. We combine our strength in technology and leadership in cloud, data and AI with unmatched industry experience, functional expertise and global delivery capability. Our broad range of services, solutions and assets across Strategy & Consulting, Technology, Operations, Industry X and Song, together with our culture of shared success and commitment to creating 360° value, enable us to help our clients reinvent and build trusted, lasting relationships. We measure our success by the 360° value we create for our clients, each other, our shareholders, partners and communities. Visit us at accenture.com.

Key Areas of Focus:

• Strategy & Consulting: Helping clients develop and implement successful strategies and business plans.

• Digital Transformation: Assisting businesses with transforming their operations and becoming more digitally advanced.

• Technology Implementation & Management:Designing and implementing technology solutions to improve efficiency and productivity.

• Operations Improvement:Helping clients optimize their operations and streamline processes.

Industry Expertise:

Providing specialized services across various industries, including financial services, healthcare, and more.

Accenture’s Approach:

• Technology and Cloud Leadership: Leveraging their expertise in cloud, data, and AI to drive innovation.

• Global Delivery Capability: Operating with a global presence and team to provide services worldwide.

• Sustainability Focus: Helping clients advance their environmental, social, and governance goals.

• Employee Development and Diversity: Investing in employee development and promoting diversity and inclusion.

In essence, Accenture helps businesses and governments:

• Maximize Performance: Improve efficiency, productivity, and overall performance.

• Transform Digitally: Become more digitally-driven and innovative.

• Achieve Growth: Accelerate revenue growth and market share.

• Improve Citizen Services: Enhance services for citizens and stakeholders.

• Create Value: Deliver tangible value for clients and their stakeholders.

https://www.accenture.com

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Everis

Everis is a multinational consulting firm offering a range of services including business solutions, strategy, technology applications development, and outsourcing. The company operates across various sectors such as telecommunications, banking, manufacturing, and energy. It is part of the NTT DATA group, a global provider of consulting and IT services. Everis has a significant presence in Europe, the USA, and Latin America, with over 20,000 professionals.

Key aspects of Everis:

• Services: Everis provides comprehensive business solutions, covering everything from strategy to systems implementation.

• Global Presence: The company operates in 16 countries, with offices and high-performance centers.

• NTT DATA Group: Everis is a part of the NTT DATA group, which is a global leader in consulting and IT services.

• Sector Focus: Everis serves a wide range of industries, including telecommunications, banking, manufacturing, energy, and public administration.

• Focus on Innovation and Sustainability: Everis emphasizes innovation and sustainability in its work.

• Employee-centric Approach: Everis values its employees and their development, as evidenced by its commitment to flexible work models and personalized career paths.

NTT DATA – a part of NTT Group – is a trusted global innovator of IT and business services headquartered in Tokyo. We help clients transform through consulting, industry solutions, business process services, IT modernization and managed services. NTT DATA enables clients, as well as society, to move confidently into the digital future. We are committed to our clients’ long-term success and combine global reach with local client attention to serve them in over 50 countries.

https://www.nttdata.com/global/en/

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PepsiCo

PepsiCo products are enjoyed by consumers more than one billion times a day in more than 200 countries and territories around the world. PepsiCo generated nearly $92 billion in net revenue in 2024, driven by a complementary beverage and convenient foods portfolio that includes Lay’s, Doritos, Cheetos, Gatorade, Pepsi-Cola, Mountain Dew, Quaker, and SodaStream. PepsiCo’s product portfolio includes a wide range of enjoyable foods and beverages, including many iconic brands that generate more than $1 billion each in estimated annual retail sales.

Our mission: Create more smiles with every sip and every bite

• For our consumers: By creating joyful moments through our delicious and nourishing products and unique brand experiences.

• For our customers: By being the best possible partner, driving game-changing innovation and delivering a level of growth unmatched in our industry.

• For our associates and our communities: By creating meaningful opportunities to work, gain new skills and build successful careers, and maintaining a diverse and inclusive workplace.

• For our planet: By conserving nature’s precious resources and fostering a more sustainable planet for our children and grandchildren.

• For our shareholders: By delivering sustainable top-tier total shareholder return and embracing best-in-class corporate governance.

Winning with PepsiCo Positive:

Guiding PepsiCo is our vision that captures PepsiCo’s competitive spirit, intense focus, and shared values: to Be the Global Leader in Beverages and Convenient Foods by Winning with PepsiCo Positive (pep+). pep+ is our strategic end-to-end transformation that puts sustainability and human capital at the center of how we will create value and growth by operating within planetary boundaries and inspiring positive change for planet and people.

We’re building upon the history and progress we’ve made since PepsiCo was founded in 1965 and creating an even stronger foundation for the decades ahead. Achieving our vision requires that we continuously challenge ourselves to become Faster, Stronger and Better.

https://www.pepsico.com/

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Lindt & Sprüngli

Lindt & Sprüngli, founded in 1845 in Zurich, Switzerland, is a global leader in the premium chocolate market. Headquartered in Kilchberg, the company operates 12 production sites across Europe and the USA, supported by 38 subsidiaries and over 100 independent distributors worldwide. With approximately 15,000 employees, Lindt & Sprüngli reported sales of CHF 5.47 billion in 2024, achieving an EBIT margin of 16.2% .

The company’s success is rooted in its commitment to quality and innovation. Lindt & Sprüngli is one of the few chocolate manufacturers that controls the entire production process, from bean to bar. This approach ensures the highest quality standards, starting with the selection of fine cocoa beans sourced from regions like Ghana, Côte d’Ivoire, Ecuador, and Madagascar. The beans are processed into cocoa mass in-house, allowing for complete oversight of the production process .

The company’s product portfolio includes renowned brands such as Lindt, Ghirardelli, Russell Stover, Caffarel, Hofbauer, and Küfferle. Flagship products like the Lindor truffle and the Gold Bunny have become synonymous with the brand’s dedication to excellence .

Sustainability is a core focus for Lindt & Sprüngli. The Lindt & Sprüngli Farming Program aims to improve the livelihoods of cocoa farmers and promote environmental stewardship. In 2024, the company sourced over 84% of its cocoa through responsible sourcing programs and continued to develop its roadmap to achieve net-zero greenhouse gas emissions by 2050, in line with the Science Based Targets initiative .

In addition to its sustainability efforts, Lindt & Sprüngli invests in community engagement and employee well-being. The company encourages employees to participate in volunteering activities and supports various charitable initiatives, reflecting its commitment to social responsibility .

To celebrate its rich heritage, Lindt & Sprüngli opened the Lindt Home of Chocolate in 2020. Located at the company’s headquarters in Kilchberg, this facility features interactive exhibits, a research and pilot plant, the world’s largest chocolate shop, and a café, offering visitors an immersive experience into the world of chocolate .

Through its unwavering commitment to quality, innovation, and sustainability, Lindt & Sprüngli continues to delight consumers worldwide with its premium chocolate creations.

https://www.lindt-spruengli.com/

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Wolters Kluwer

Wolters Kluwer is a global leader in providing professional information, software solutions, and services across various sectors, including healthcare, tax and accounting, finance, legal, regulatory, and environmental, social, and governance (ESG) domains. Established in 1836 and headquartered in the Netherlands, the company operates in over 180 countries, with a workforce of approximately 21,700 employees. In 2024, Wolters Kluwer reported annual revenues of €5.9 billion.

The company’s operations are structured into five global divisions:

• Health: Provides trusted clinical technology and evidence-based solutions to enhance decision-making and outcomes across the healthcare continuum. Key products include UpToDate, Lippincott, Medi-Span, and Ovid.

• Tax & Accounting: Offers expert solutions that assist professionals in compliance, collaboration, audit management, and firm management. Notable products are CCH Axcess, CCH ProSystem fx, and Twinfield.

• Corporate Performance & ESG: Delivers software solutions to help companies streamline reporting processes, manage risks, and meet regulatory requirements. The portfolio includes Enablon, CCH Tagetik, and TeamMate.

• Financial & Corporate Compliance: Provides services and solutions to assist financial services and corporate professionals in maintaining compliance and improving efficiency. Products include CT Corporation, ComplianceOne, and OneSumX.

• Legal & Regulatory: Enables legal and compliance professionals to improve productivity and performance through expert information and advanced technologies. Key offerings are VitalLaw, Legisway, and TyMetrix 360°.

Wolters Kluwer’s commitment to innovation is evident through its Digital eXperience Group (DXG), which co-creates digital solutions and drives the adoption of advanced technologies. The company also emphasizes sustainability, diversity, and ethical practices, aligning with its core values: Focus on customer success, Make it better, Aim high and deliver, and Win as a team.

Through its comprehensive suite of expert solutions and a steadfast commitment to excellence, Wolters Kluwer continues to empower professionals worldwide to make informed decisions and achieve better outcomes.

https://www.wolterskluwer.com/en

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Service Benefits

Bronze Service

Monthly cost: USD $1,500.00
Time limit: 5 hours per month
Contract period: 12 months

Bronze service includes:

01. Email support
02. Telephone support
03. Questions & answers
04. Professional advice
05. Communication management

SERVICE DESCRIPTION
The Bronze Client Service (BCS) for Evolving Organizations provides clients with an entry level option and enables client contacts to become personally acquainted with Mr. Zardoya over a sustainable period of time. We suggest that clients allocate up to a maximum of 5 Key Employees for this service. Your Key Employees can then contact the consultant via email, whenever they feel that they need specific advice or support in relation to the consultant’s specialist subject. The consultant will also be proactive about opening and maintaining communications with your Key Employees. Your Key Employees can list and number any questions that they would like to ask and they will then receive specific answers to each and every query that they may have. Your Key Employees can then retain these communications on file for future reference. General support inquiries will usually receive replies within 48 hours, but please allow a period of up to 10 business days during busy periods. The Bronze Client Service (BCS) enables your Key Employees to get to know their designated Appleton Greene consultant and to benefit from the consultant’s specialist skills, knowledge and experience.

Silver Service

Monthly cost: USD $3,000.00
Time limit: 10 hours per month
Contract period: 12 months

Bronze service plus

01. Research analysis
02. Management analysis
03. Performance analysis
04. Business process analysis
05. Training analysis

SERVICE DESCRIPTION
The Silver Client Service (SCS) for Evolving Organizations provides more time for research and development. If you require Mr. Zardoya to undertake research on your behalf, or on behalf of your Key Employees, then this would understandably require more time and the Silver Client Service (SCS) accommodates this. For example, you may want your consultant to undertake some research into your management, performance, business, or training processes, with a view towards providing an independent analysis and recommendations for improvement. If any research and development, or business analysis is required, then the Silver Client Service (SCS) is for you.

Gold Service

Monthly cost: USD $4,500.00
Time limit: 15 hours per month
Contract period: 12 months

Bronze/Silver service plus

01. Management interviews
02. Evaluation and assessment
03. Performance improvement
04. Business process improvement
05. Management training

SERVICE DESCRIPTION
The Gold Client Service (GCS) for Evolving Organizations is intended for more detailed evaluation and assessment, that may require your Key Employees to have monthly meetings or interviews with Mr. Zardoya These meetings and interviews can be conducted over the telephone, Skype, or by video conference if required. The consultant can also attend your business premises, an Appleton Greene office, or another mutually beneficial location, but please note that clients are responsible for the costs of any disbursements separately, including travel and accommodation. This service enables you to integrate the specific skills, knowledge and experience of your designated consultant into your Key Employee management team. The Gold Client Service (GCS) can also incorporate training workshops, business presentations and external meetings with customers, suppliers, associations, or any other business-related stakeholders.

Platinum Service

Monthly cost: USD $6,000.00
Time limit: 20 hours per month
Contract period: 12 months

Bronze/Silver/Gold service plus

01. Project planning
02. Project development
03. Project implementation
04. Project management
05. Project review

SERVICE DESCRIPTION
The Platinum Client Service (PCS) for Evolving Organizations is our flagship service and will be required if you need Mr. Zardoya to facilitate the planning, development, implementation, management, or review of a particular project relating to his specialist subject, which would obviously require more time and dedication. This service enables you to reserve up to 12.5% of the consultant’s working month and provides a more hands-on service as and when required. If you need more time than this, then this can always be arranged, subject of course to the consultant’s ongoing availability. The benefit of having an external consultant involved in projects is they provide an independent perspective and are not influenced by internal politics, day-to-day responsibilities, or personal career interest. They provide objectivity, specific knowledge, skills and experience and will be entirely focused upon the tasks at hand. The Platinum Client Service (PCS) will provide your organization with a valuable resource as and when you need it.