Clarity
Making the invisible visible. If you can't see it, you can't measure it, and you can't manage it. Every leader gets a clear view of where they are and where they are going.
Creating the future of Centillion
The Emerging Leaders Programme
An invitation to a group of high-potential leaders across our Hyderabad delivery centre to shape what Centillion becomes next — sponsored at Osmose group level.
- Engineers group-wide
- ~3,200
- Hyderabad delivery centre
- ~3,000
- Countries
- 5–6
- Programme length
- 12 months
Purpose
An invitation, never a course
Business is relatively simple. People make it difficult. This programme starts with mindsets, then builds capability — and links every behaviour change to a measurable outcome with a value.
Business is relatively simple. People make it difficult.
This is an invitation, never a course. Participants are identified as high-potential and invited to be part of Creating the Future of Centillion — a global Emerging Leaders programme sponsored at Osmose group level.
Mindsets first, then capabilities.
Making the invisible visible: if you can't see it, you can't measure it, you can't manage it.
Every behaviour change is linked to a measurable outcome with a value.
A common language across the leadership community: shared models for trust, conflict, personal brand and outcome thinking.
When we change the way we look at things, the things we look at change.
Rationale
Why this programme, and why now
Four business realities shape everything the programme does.
01
Attracting, growing and retaining Gen Z engineers
Around 70% of the team have nought to two years' experience, many straight from college. Retention and grooming is the CEO's number-one ask.
02
Formalising effective but informal ways of working
Ways of working deliver, but there is no formal project management methodology or standardised collaboration process to build on.
03
A step change in communication
Managers front-end US, European and Australian customers. The move is from basic to advanced: deep listening, holding position politely, and managing information upwards.
04
Leadership capability that compounds
Building the capability for managers to groom the next generation day to day, not once a year.
The spine
Four programme pillars
Clarity · Communication · Cohesion & Collaboration · Execution & Ownership.
Communication
Moving from basic to advanced: deep listening, holding your position politely without conceding to everything, and managing information upwards.
Cohesion & Collaboration
A common language across the leadership community — shared models for trust, conflict, personal brand and outcome thinking.
Execution & Ownership
Every behaviour change linked to a measurable outcome with a value, owned by the leader and reviewed session by session.
Who is invited
Three leadership layers
Each layer is coached against what that layer actually needs.
Layer 1 — Executive
1:1 executive mentoring — public address and platform presence, personal organisation, advanced executive communication.
1 leaders
Layer 2 — GM / AGM / AVP
Effective communication, executive presence in meetings, and holding position with customers.
6 leaders
Layer 3 — Programme leadership
Core communication, project management discipline, and people leadership.
6 leaders
How it runs
A twelve-month journey
Two hours of 1:1 coaching per leader — fortnightly for the first two to three months to create momentum, then monthly. Online, with in-person group work in Hyderabad where the themes justify it.
Kick-off
Inputs and invitation
Recent appraisals and six-month reviews for each participant, plus a short online pre-programme questionnaire agreed jointly with the Head of Offshore Operations.
Months 1–3
Fortnightly momentum
Two-hour 1:1 coaching every fortnight to create momentum and establish the shared language early.
Months 4–12
Monthly rhythm
Two-hour 1:1 coaching monthly, delivered online, with in-person group interventions in Hyderabad where the themes justify it.
Throughout
Report, roll up, intervene
Every session produces a comprehensive individual coaching report. Reports roll up into cross-functional organisational themes, reviewed with the Head of Offshore Operations, which determine group training interventions.
Outcomes
What success looks like
- Leaders hold their position with US, European and Australian customers without conceding ground.
- A shared leadership language is visible in everyday meetings across all three layers.
- Early-career engineers are groomed and retained through deliberate weekly habits, not annual reviews.
- A lightweight, standardised way of working is adopted across delivery.
- Every behaviour change carries a measurable outcome with a stated value.
Programme lead
Ryan Pritchard
Master NLP practitioner. Eighteen months with Osmose UK and Australia, with fifteen leaders enrolled, and now leading the Australian programme. Prior clients include Absolut, Coca-Cola, Barclays, IHG and private-equity groups.
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