A Case Study in Transformational Impact

The Torc Robotics engagement began with an executive partnership. This strong partnership was a key element to the success of each engagement.

To rapidly scale a highly technical, globally competitive AI engineering firm would require agility of leadership, frequent adaptive organizational design structures to continually respond to swiftly changing needs, and, talent retention and recruitment.

Key enduring culture decisions were made early on. These included retaining a strong research and development approach to engineering efforts, maintaining an organizational structure aimed at fostering a climate of creativity, and innovation and accountability across the organization.

Restructuring of Torch’s engineering team was recommended and undertaken after an eight-month leadership development engagement to create Torc’s initial engineering leadership. This included:

• AMP Up Your Leadership eight-week course delivered in a group cohort

• 1:1 leadership development coaching sessions that supported the application and implementation of course leadership content with the newly emerging teams.

• Executive leadership underwent 1:1 coaching with Voltage CEO Jeff Smith, throughout the process

Outcome: 22% revenue increase

• Group coaching sessions were utilized to develop leadership best practices and to provide peer support amount project management and engineering leadership teams.

• A second leadership development cohort launched to identify and equip the next wave of engineering and project management leadership.

By the end of the third year of these engagements, Torc Robotics had tripled in size. Revenue was now up by 76%.

The fourth year saw the creation of a mid-level management team developed for business operations to drive business growth. Key success strategies included:

• Monthly 1:1 coaching became the norm for all leaders

• Persistent people development at every level

• As executive and management teams prepared for organizational transformation, Torc continued to focus on talent development, recruitment, and retention.

• To successfully continue Torch’s growth trajectory, a new cohort of ten high-potential engineers was identified for leadership development.

• This took place well in advance of the second wave of company expansion. AMP Up Your Leadership training and 1:1 coaching was used once again.

Outcomes:

• Revenue increased 50% in 12 months;

• 90% of cohort was promoted to leadership roles during the engagement;

• 100% of the cohort were retained.

Torc Robotics had grown and leadership needs were changing. executive and management team transformation was needed to meet Torc's opportunity to become a global leader in artificial intelligence.

This key engagement focused on ensuring organizational alignment and the successful execution of company strategy.

• Leveraging 1:1 and team chancing at both executive and management team levels,

• a company-wide strategic engagement effort, and

• ongoing organizational development.

During this 18-month engagement:

• Roles and responsibilities were redefined.

• An Honest assessment of leaders was undertaken as they crew in their roles.

• Organizational design and role realignment ensured the right leaders were in the right roles for this key growth phase.

• 1:1 coaching for key executive leadership talent ensured retention as they were moved off the executive team.

The result? The company's engineering team grew by 50% and the company experienced a 39% increase in revenue.

Torc Robotics engaged its workforce and leadership in a new strategic venture: doubling the size of its workforce in 12 months and developing multiple global engineering sites. This was possible because of a partnership with Daimler Trucking North America.

The leadership took the time to prepare Torc's leadership and employee base for the necessary mindset shifts that would be required to succeed in this next endeavor. Career paths were charted, and multiple career ladders developed as the company continued to lead in the global AI self-driving market.

Torc was pioneering as the self-driving AI company, funded by company profit, not capital investment. This mindset continues to inform Torc's creative and competitive edge.

Jennifer Owen-O'Quill's engagements with Torc Robotics provided the growth solutions they needed to meet their goals. These included:

• Executive Coaching for individuals, dyads, and groups

• AMP Up Your Leadership training

• Team strategic planning

• Assessments

• Facilitation/Observations

• Consulting for:

  • Organizational development and design

  • Employee engagement, development, and retention,

  • Culture development

Outcomes

During this period the workforce tripled in size and revenue grew by more than 160%, as Torc Robotics entered into a strategic merger and acquisition with Daimler North America. They began an integration and expansion phase as they developed sites across the globe, emerging as a global leader in artificial intelligence self-driving trucking.

Every engineer who participated in the program was leading a team by the program's conclusion. Participating in Peer Mentoring Groups ensured 100% retention of talent among program participants.