Taking their people on a journey in a rapidly growing organisation
Modoras was growing fast and promoting people faster. Jonathan Rudman brought The Pillars in to give his leaders a structured development journey that matched the pace of the business. Seven months later, the data confirmed it. So did the people.
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The Challenge
Growing fast is a leadership problem first.
Modoras was scaling rapidly, and that growth was placing real demands on key talent. People who had earned their roles through technical excellence were now being handed broader leadership responsibilities in a business that was changing around them. The pace was significant, and reaching their growth targets depended on these people performing well in their new remit.
Jonathan Rudman was clear about what was needed. These were talented people taking on more than any workshop would prepare them for. He wanted to give them something more substantial: a genuine development journey that took their growth as seriously as the business's own, and gave them a real sense of commitment and investment from the organisation.
The Solution
A development journey that matched the pace of the business.
Modoras enrolled their first cohort of senior leaders in December 2024. Each participant worked through The Pillars five domains: Me, Family, Community, Work, and Wealth, building clarity, conduct, consistency, and connection across every part of their life. Fortnightly guide sessions kept the work grounded in what was actually happening at Modoras, not in a classroom.
As people aligned, the effects compounded. Resistors, the internal forces that drain capacity and fragment focus, began to reduce. Burnout propensity dropped. Capacity increased. People started operating with longer planning horizons, making more deliberate decisions, and holding their composure under uncertainty rather than reacting to it. Connection deepened, both across the leadership cohort and between participants and the broader organisation. Shared experiences created a common language. Commitment grew. The development wasn't happening in parallel to the business. It was happening inside it, at the same pace, with the same stakes.
The Results
People stayed. And they led better.
At the six-month mark, burnout had reduced in 100% of participants. Average burnout scores dropped 20% in the first three months alone, from 59.9 to 47.8. Capacity increased in 71% of participants, and 86% improved their Pillar Ratings. Every single participant said they wanted to continue the program.
The business approved two further cohorts. Modoras now runs The Pillars as a standard part of their senior leadership pathway, a signal that developing people is how they intend to grow.
We needed our people to grow as fast as the business was growing. The Pillars gave them a framework that made that possible.