Multi-site operations · 4,200 employees
A promotion pipeline that kept producing managers who could not lead
- 1
Business problem
Frontline leaders were being promoted on individual performance. Turnover concentrated in the first 12 months under new managers, and the leadership request arriving from the business was “run a workshop.”
- 2
What we saw
The issue was not training. Promotion criteria rewarded output, no one had defined what readiness to lead people required, and managers were never developed for pressure, conflict, or coaching beneath the surface.
- 3
What Modern Edge built
A LeadForward™ manager pathway across Lead Self, Lead People, Lead Across, and Lead Forward, promotion readiness criteria tied to evidence, and internal facilitator transfer so the organization could carry the work.
- 4
Population + scope
218 frontline and mid-level leaders across six sites, delivered in cohorts over three quarters.
- 5
Outcome
First-year turnover under new managers fell, internal promotion decisions moved from opinion to evidence, and the leadership pathway became the standard route into people leadership.
- 6
Sustainability
Facilitator playbooks, readiness criteria, and a 90-day development plan template left with the internal talent team.





