Co-Elevation Matters | Executive & Institutional Positioning and Organisational Advisory

When clients engage us

Important transitions often bring questions of positioning, governance or organisational effectiveness into sharper focus.

Leadership transitions

A new managing partner, chief executive or board chair needs to establish a mandate, align stakeholders and communicate priorities.

Mergers and institutional change

An acquisition, merger or restructuring calls for a coherent institutional position and clear responsibilities for decisions and execution.

Growth outpaces structure

Governance, accountability and ways of working that served an earlier stage no longer support the organisation’s priorities.

Capabilities are not fully recognised

A leader or institution has a stronger record than the market currently recognises.

Decisions lack clear ownership

Overlapping responsibilities, ineffective governance forums or unclear priorities impede timely decisions and delivery.

An initial consultation can establish the question to address, the appropriate scope and whether an engagement would be useful.

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Our advisory practices

How an institution is understood and how effectively it operates are distinct questions. At consequential moments, they often intersect.

Executive & Institutional Positioning

For senior leaders and institutions seeking a clear, evidence-based account of their experience, capabilities and direction.

We examine the record, define the positioning and align professional or institutional materials with demonstrable capability.

Executive and institutional positioning, leadership biographies, firm profiles, strategic messaging and selective executive coaching.

Typical starting points

Executive Positioning ReviewExecutive narrative, leadership profile and board-facing materials.

Institutional Positioning ReviewPositioning statement, gap assessment and prioritised revisions.

Institutional Profile & Leadership MaterialsFirm profiles, practice descriptions, leadership biographies and proposal materials.

LinkedIn audits, CV and biography services are available as focused individual engagements.

Organisational Advisory

For institutions reviewing how decisions are made, responsibilities are assigned and priorities are executed.

We assess governance, decision rights and operating arrangements, then recommend practical changes to strengthen accountability and execution.

Governance and decision rights, operating-model design, leadership alignment, organisational effectiveness and transformation execution.

Typical starting points

Governance & Decision-Rights DiagnosticDecision-rights matrix, governance observations and prioritised action plan.

Leadership Transition AdvisoryMandate statement, stakeholder map and initial priorities plan.

Each engagement begins with a defined question, scope, participants and agreed outputs. The starting points above are illustrative and tailored to each client’s circumstances.

Our point of view

Positioning that outruns substance eventually loses credibility. A well-run institution that cannot explain itself is often undervalued.

Where a positioning question proves to be an organisational one, or the reverse, we say so.

Our approach

Our advice begins with the question the client needs to resolve, the evidence available and the decisions that follow.

For positioning work, we distinguish what the record supports, what requires confirmation and what should not be claimed.

Supported now: Strengths the record already demonstrates. These form the foundation of the work.
If you confirm: What appears to be true but requires your confirmation, or documentation, before it is stated publicly or relied upon.
What we would avoid: Claims that would overstate the position or invite scrutiny the evidence cannot meet.

For organisational advisory, we examine how decisions and responsibilities work in practice before recommending changes to structures or governance.

Founder and experience

Kemi Ashamu-Olusanya

Founder

Kemi brings more than 15 years of enterprise transformation experience across multinational organisations and in advisory practice at KPMG. Her work spans governance, operating-model design, M&A integration and making complex choices clear enough for executives and boards to act on.

Selected career experience

Her professional record includes serving as Chief of Staff to the Vice President of Technology and Director, IT Strategy & Planning at Anthem (now Elevance Health), directing governance, investment planning and executive decision support for the enterprise technology portfolio; helping establish M&A integration capability within Enterprise Finance & Accounting at Cox Automotive; and developing the operating-model recommendation and business case supporting an enterprise transformation investment at Bridgestone Americas.

These are the founder’s career experiences, not Co-Elevation Matters client engagements.

BA (Hons) Accounting & Finance, Kingston University. Women’s Leadership Development Programme, Saïd Business School, University of Oxford.

Request a consultation

Enquiries are held in confidence, and we will respond to discuss a suitable next step.

Write to us with a brief outline of the decision, transition or organisational question you would like to address.

Your role and organisation
The situation or decision at hand
Any timing that matters

Request a Consultation kemi@coelevationmatters.com

For leaders and institutions at defining moments.