John began his career with EY, where he qualified as a chartered accountant. He spent 7 years with EY in Cambridge before moving on to Geest plc, a FTSE listed Food company. He worked both in the UK and overseas, on various projects and acquisitions for the group. In 2005, John joined Shirlaws, an international business coaching organisation, where his clients included Sony Europe and International Stockbrokers, Edward Jones. He was appointed a Board Director of Shirlaws in 2007 having built a large and successful regional team. From 2008, John has worked within the care sector setting up and running services both in specialist residential care for adults with mental health needs and learning disabilities, and in specialist home care. Before joining Pulse, John worked as a Director for the country’s largest Learning Disability Supported Living and Residential Service Provider. He is also an ex-client of Pulse so knows the program well from both sides.
John is an ACA and holds a BA (Hons). He has also been involved in Chairing a large care provider organisation, sitting on various exec groups including the former Winterbourne View Steering Committee (now called ‘Transforming Care.’).
At a time when Navy needed to understand how well our Signature Behaviours were being embedded across our organisation, Pulse provided us with the means to do so. Pulse provided Navy with valuable measurement regarding how well our Signature Behaviours were being positively embraced and embedded within Navy’s organisational culture. The outcomes provided Navy senior leaders with very important insights into the progress of one of the key outcomes of the New Generation Navy cultural
Rear Admiral Trevor Jones
Deputy Chief of Navy – Royal Australian Navy
Pulse is both a unique and remarkable organisation. The ability to give clarity and measurement to the Board and the Senior Management Team around a company’s culture is simply extraordinary. Decision making on strategy and targets is getting easier and more beneficial every day thanks to the Pulse program.
Chairman – The Gruden Group
We introduced the Pulse programme to strengthen our culture and service performance. There are many positive stories to share from individual staff members, teams, and the service as a whole. And, most importantly, the people we support. Positivity, team commitment and accountability have all become embedded ways of working, as well as a greater cost-consciousness.
After the first Board Pulse, I saw a dramatic difference in behaviours. I thought to myself, if the Pulse can do this after one Pulse, what can it do after multiple Pulses?
Chairman – Commonwealth Bank Group Super
I as chairman of a Bel 20 company used the Pulse web-based method for the Board self-assessment exercise in 2011. The method is cost-efficient as well as time-efficient and produces results which are very helpful for each Board member (how a Board member is perceived by his or her colleagues compared to his/her own view as to how he or she performs). It serves also as a basis for a one-on-one discussion between the chairman and each Board member.
Jozef De Mey
Chairman – Ageas
We partnered with Pulse Australasia to deliver a simple culture change Program. The simplicity made it easy to involve everyone in the organisation, often, to ensure we maintained momentum on the journey. Pulse guided the establishment and activities of the Program including but not limited to, establishment of a Culture Committee and Advocate Program as well as delivering Executive and Board Checkpoints to create alignment and ownership across the business.
Head of Organisational Development – RSL Care
The Pulse Program has not only met, but has exceeded my expectations. My Executive Leadership team has matured and now works collectively together, focusing on the best interests of the business, which has resulted in a dramatic increase in our overall financial performance. We have now moved from bottom quartile performance to a near top-tier performing organisation.
CEO – Adventist Senior Living