Change. Accelerated.

The better you are at change, the better you are at business.

Our Purpose

Brimstone helps leaders accelerate change to deliver breakthrough results, develop their people, and align their organizations.


Brimstone In Action

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Turning front-line leaders into change agents

A $15B+ global electronics distributor conducted a survey that showed widespread disengagement among employees in its 14 countries across Asia. Running parallel to the downward engagement trend was a slide in regional revenues and profitability.

Brimstone worked closely with the president of the region to define what a successful turnaround in engagement would look like, and how it could move the business. We then collaborated with her to design a Shared Leadership program that blended important strategic work for the region with country-level communication of key corporate messages around vision, mission and values. With a mandate to get results quickly (within 60-90 days), we gathered 50 leaders from 14 countries for a workshop in Hong Kong, where they learned the skills that would help them align their organizations around quantifiable goals, identify opportunities for top and bottom-line improvements, and spearhead implementation.

Armed with “Leader Kits” (which were translated into four languages), the executives returned to their countries to lead local meetings and launch projects that would help address the challenges identified in the employee engagement survey. After 60 days of project work, these change agents returned to Hong Kong to share solutions and implementation plans, program best practices and key messages from the field.

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What We Do

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The starting points of change

We most often work with companies at the starting points of change—key events that raise some big questions for the organization. For example, redefining a strategy might call into question the alignment of the leadership team. The rapid growth of a business might reveal weaknesses in a culture. A new product, capability, or acquisition can force an organization to rethink some of its fundamental processes. Introducing a new leader can reveal problems with communication, trust, and accountability. At these inflection points, an outside perspective can be the key to accelerating change.

At Brimstone, our role is to use perspective and process to help our clients think through their challenges in new ways. Our goal is to teach organizations the skills that will help them answer those big questions for themselves. The work we do addresses the most pressing business needs, but through a process that develops our clients’ capabilities along the way.

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These are a few of the companies we have partnered with:


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Mark Thompson

Chief Executive Officer, The New York Times Company


"Brimstone brought great creativity and open mindedness to bear in their engagement with The New York Times.  They guided us to bold and challenging conclusions but did so in a way which worked with, rather than against, the grain of our culture as an organization.  It was an energizing and enjoyable process which really helped us accelerate change in the company."


Our latest thinking on topics related to change and leadership.

Building the team that can lead the transformation

At Brimstone, we’ve always been uncomfortable with the “consultant” label. The term connotes smart people who descend upon a business to dig up insights, conduct detailed analyses, and produce binders full of plans. As any of our clients will tell you, this does not describe what Brimstone does.

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Playing Together

By Dyan Dyer

Conversations around the gender gap are prevalent, sparked by books like Sheryl Sandberg’s Lean In that points out some of the barriers that hold women back. Recent research studies illustrate how greater gender diversity in companies’ management correlates to better financial performance and stock market valuation. There is a host of evidence that shows how women have grown more empowered over the last several decades—culturally, educationally, and economically.

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Creating Candor

By Bob Marcus

The success of any enterprise is predicated on people working together effectively to produce great results.  But it’s easier said than done.  Trying to decide where to have dinner with my family is hard enough — my three kids, wife and I have our own tastes and preferences, not to mention cravings, on any given day.  Extrapolate those competing drivers onto an organization of 100 or 10,000 or 100,000 and have the decisions involve capital allocation or business strategy, and it’s easy to imagine the challenges in working together.

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