Managers trained since 2016
Program completion rate
Average participant rating
Clients who book a second engagement
These quotes come from post-program surveys and follow-up interviews. We have permission to share each one with the person's name and role.
I had been a supervisor for two years and never received any formal training on how to actually manage people. The foundations program gave me a framework for one-on-one meetings that I still use every week. My team noticed the difference within a month.
The difficult conversations lab was uncomfortable in the best way. I practised giving performance feedback using a real situation from my department, watched the video playback, and realised I was doing three things that made people defensive. I fixed two of them the following week.
I was sceptical about coaching. My CEO told me to try it, so I did. After about four sessions with Marc-Antoine I started to see patterns in how I reacted to pushback from my peers on the leadership team. The remaining eight sessions helped me change those patterns. My working relationship with the VP of sales is measurably better now.
We sent six of our shift leads through the foundations program over two cohorts. Before the training, we were losing about one in four new hires within 90 days. Six months later, that number dropped to one in eight. The supervisors learned how to onboard people properly and check in without micromanaging.
What sets this program apart is the customisation. Nathalie interviewed three of my managers and two of their reports before the workshop. The case studies in the room were based on our actual challenges, not generic textbook scenarios. People engaged because they recognised the situations.
I took the virtual version during 2021. I was worried it would feel like another Zoom meeting, but the breakout exercises and live role-play kept me engaged. The only reason I give four stars instead of five is that I think the in-person version would have been even better for the video-review exercise.
A frozen-food manufacturer in Terrebonne with 280 employees was losing front-line supervisors at an alarming rate. In 2022, four out of eleven supervisors quit within a single year. Exit interviews pointed to the same issue: they felt unsupported and unprepared for the role.
We ran two cohorts of the new manager foundations program, six supervisors per cohort, over the spring of 2023. Between sessions, participants completed short assignments: conducting a structured one-on-one, giving specific feedback to an underperforming team member, and documenting how they delegated a task they normally did themselves.
At the 90-day check-in, every supervisor reported using the one-on-one framework weekly. Twelve months after the program, only one of the eleven supervisors had left, and that departure was a planned retirement.
A Montreal SaaS company with 95 employees was merging its product and engineering departments under a single VP. The VP, David, had deep technical credibility but had never managed other directors. Two of the three directors reporting to him had also applied for his role and were openly resentful.
Marc-Antoine worked with David over twelve coaching sessions across six months. Early sessions focused on mapping stakeholder dynamics and identifying the specific behaviours that were eroding trust with the two directors. Mid-program, they rehearsed a series of candid conversations David needed to have about role expectations and decision-making authority.
By session ten, both directors had agreed to a revised operating model. One of them later told HR that the coaching engagement had "probably saved the department." The company retained all three directors through the transition.
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