Situation
A rapidly growing company found itself at a pivotal moment. With expansion on the horizon, leadership recognized the urgent need to strengthen its internal bench of talent. While the company had capable team members across departments, it lacked a formal process to identify high-potential employees and systematically prepare them for future leadership roles. Without this structure, the company risked bottlenecks in decision-making and uneven performance as it scaled.
Solution
Proxxy worked with department leaders to evaluate team performance and identify A-players. These were team members who consistently demonstrated strong performance, initiative, and leadership potential. Together, we implemented a framework to support their development and prepare them for larger responsibilities.
The first step was setting individual KPIs that aligned with the company’s broader goals. High-performing employees respond well to clarity and challenge. Metrics such as revenue growth, client retention, and client loyalty scores were tailored to each role, giving team members a clear understanding of how their work contributed to company-wide success.
Managers were coached to hold regular one-on-one meetings with their top performers. These started weekly and shifted to bi-weekly over time. These meetings created space for real-time feedback, coaching, and ongoing alignment on priorities and goals.
To further build confidence and capability, A-players were given opportunities to lead projects that had previously been handled by their managers. This empowered employees to step into leadership roles while giving their managers time to focus on strategic initiatives, while mentoring the next wave of leadership.
Outcome
By establishing a consistent approach to identifying and developing top talent, Proxxy helped our client build internal leadership strength at a critical point in its growth. This investment has supported both organic expansion and growth through acquisition, without sacrificing team cohesion or execution quality.
Several former individual contributors are now managing teams. Leadership development has become a routine part of departmental operations. As a result, the company has improved its ability to retain top performers, drive results, and remain agile as it scales. The foundation is now in place to support long-term success, fueled by a capable and motivated leadership pipeline.
