Wintle-Camp Coaching

Trant Engineering is a family-owned infrastructure business with a proud legacy and strong technical reputation. But as the business evolved, the senior leadership team recognised the need to modernise its leadership culture and create greater consistency in how people were managed, developed and led. 

While many managers were technically capable, people leadership varied significantly, with no shared language around performance, values or culture. Employee evaluation results highlighted challenges in trust, communication and progression: only 10 per cent strongly agreed that they could see a career pathway within the company and one in seven (14 per cent) strongly agreed they had opportunities to grow and develop. 

It was clear the company needed to invest in leadership capability, build a more consistent and inclusive culture and strengthen the employee experience, and so it brought Wintle-Camp Coaching on board. Together, they created a dual-pronged approach, embedding shared values first, then building leadership capability to drive long-term change.

The solution was then delivered in two stages; the first was a values programme – ‘Our Values, Our Way’ – that translated values into practical, behavioural terms and was delivered by the workforce, not to them. Eleven internal facilitators were trained to cascade sessions across Trant’s 1,000 employees, using real examples and case studies to promote relevance and consistency. This peer-led, participative model enhanced communication, encouraged ownership and embedded a shared language throughout the business.

The next was a leadership development programme. Designed to follow the values rollout, it supports 190 leaders at all levels over 18 months and includes strengths profiling, six core modules (covering coaching, communication, conflict, performance, values and recruitment) and one-to-one coaching. More than 90 per cent of post-programme evaluations score between 4.25 and 5 out of 5 for increased leadership confidence and capability, while early signs indicate that 40 per cent of people now see a clear career pathway and 50 per cent feel more supported by their managers. 

The PMA judges said: “Their holistic, multi-layered approach, combined with a strong investment of time upfront and the agility to pivot at a critical moment, showed maturity, trust and shared ownership. It was this combination of strategic alignment, collaborative delivery and early evidence of meaningful change that made them the standout choice for this year’s award.”