Building the ExCo at Renovah: Meet Bryn – The Transformative Leader

October 6, 2025 | Elle Robinson

Welcome to Renovah, an organisation championing The Leadership Code. Six distinct leaders sit on Renovah’s Executive Committee (ExCo). Today we meet Bryn, who converts strategy into execution that delivers sustained competitiveness.

Role: Chief Transformation Officer at Renovah

Years in Leadership: 16

Leadership Archetype: Transformative

If Visionary Leaders like Ellis chart the course, it’s Transformative Leaders who bring the organisation safely through it. As Renovah’s Chief Transformation Officer, Bryn aligns structures, resources and culture so that ambition becomes reality.

Their remit is vast: enterprise-wide transformation, embedding the systems that allow innovation to scale, and shaping the cultural enablers of transformation. The demand for such leadership is clear, with over half of employees saying there’s too much change, and 44% saying they don’t see the “why” behind it. Bryn steps into that space, reframing transformation as something shared rather than dictated.

Bryn embodies The Leadership Code’s Transformative archetype:

“Drives impactful change by championing innovation, embracing risk, navigating uncertainty, and empowering others through every stage of transformation.”

What’s on Bryn’s radar

Bryn’s focus is turning organisational strategy into scalable transformation. At Renovah, their current priorities include:

  • Transformation platforms: Establishing the enterprise systems and frameworks that allow change to be prioritised, tracked and executed across functions.
  • Digital enablement: Integrating AI, automation and data platforms into transformation programmes to make change scalable and future-proof.
  • Governance and delivery structures: Building steering committees for direction and agile squads for execution, so transformation is coordinated from boardroom to frontline.
  • Culture as catalyst: Working across the leadership bench to create the cultural conditions where change can sustain momentum without exhausting people.
  • Experimentation: Creating mechanisms for pilots and proof-of-concepts so that innovation doesn’t stall in theory but matures into execution.
  • Stakeholder alignment: Orchestrating ExCo and Board engagement so transformation priorities stay unified and leaders speak with one voice through disruption.
  • Value tracking: Building transparent metrics and dashboards that prove impact, secure buy-in and protect investment.
  • Momentum management: Guarding against the stop-start nature of large programmes by keeping resources, communications and feedback loops tightly synchronised.

What drives them

Bryn is motivated by the reality that most transformations (88%) fail to achieve their original ambitions. That figure fuels Bryn’s resolve to design transformations that stick, and build systems and cultures that make change sustainable rather than episodic.

They’re also driven by the opportunity to shape the transformation agenda itself, introducing new ideas, technologies and operating models that give Renovah a competitive edge.

How that shows up:

  • They treat transformation as a capability embedded across functions, not a project owned by one department.
  • They equip leaders with the frameworks and accountability needed to turn strategic objectives into concrete outcomes.
  • They pace transformation deliberately, sequencing initiatives so that human capacity is respected alongside technical milestones.
  • They bring forward new technologies and ways of working, ensuring the organisation invests in change initiatives that sharpen competitiveness rather than drain resources.

Challenges they’ve faced

Obstacle #1: Value without proof

Early on, Bryn inherited transformation programmes that collapsed because they looked impressive, but couldn’t demonstrate ROI. Bryn learned to shut down “change theatre” by anchoring every programme to hard metrics (financial, operation or competitive) that proved its impact to the board.

Obstacle #2: Transformation fatigue

Bryn has also faced the tipping point where employees were overwhelmed by overlapping initiatives, leading to stalled adoption and rising resistance. Bryn’s breakthrough was moving from a top-down delivery model to distributed ownership, where ExCo peers and line leaders became co-accountable for outcomes, turning transformation into a shared enterprise.

The team context

Bryn operates in one of the most complex environments on the ExCo: orchestrating transformation that cuts across business units, functions and operating models. Their network shows how transformation requires distributed expertise and constant feedback loops:

  • Transformation managers and initiative owners who translate enterprise strategy into day-to-day execution.
  • Data and technology specialists who provide the digital backbone of transformation, from analytics that track progress to platforms that scale new ways of working.
  • Change management leads who bridge leadership intent with frontline adoption, ensuring people across the organisation can absorb and sustain transformation.
  • C-suite partners who endorse the transformation mandate, unlock resources, and align functional agendas with enterprise-wide change.

What impact Bryn’s had

  • Reduced programme delays by half through redesigned governance structures
  • Unlocked ÂŁ50m in portfolio savings, freeing capital for future growth
  • Achieved 40% faster time-to-market for strategic initiatives through agile delivery

How they got there

Bryn’s ability to deliver sustainable transformation has been honed through Hanover’s targeted development modules, each designed to strengthen the capabilities of Transformative Leaders:

  • Creative problem-solving: Bryn sharpened their ability to dissect complex, enterprise-level challenges using structured ideation and design-thinking. This gave them a toolkit for unblocking stalled programmes and accelerating solutions.
  • Change management: Hanover’s programmes gave Bryn enterprise-level frameworks to build ownership into every layer of the organisation. This capability is now central to how they drive adoption, align leaders, and keep transformations on track.
  • Courageous decisions: Bryn developed the discipline to make high-stakes calls on investments, priorities and sequencing, in a way that protects transformation momentum without exposing the enterprise to risk.

Why Bryn’s Transformative Leadership matters

As Chief Transformation Officer, Bryn represents the pivot point between ambition and execution. They balance experimentation with scale, align leadership around a unified agenda, protect against the fatigue that derails most transformations, and ensure ambition is matched by the systems and behaviours that make transformation deliverable.

Their leadership ensures Renovah has the vision to compete and the collective capability to thrive through change. Without their stewardship, transformation risks dissolving into disjointed projects and cultural resistance.

Want more Bryns in your business?

Hanover supports organisations in building Transformative Leadership into their culture. Our tailored programmes and practical frameworks equip leaders with the skills they need to steer through complex change and deliver results that endure.

Reach out to our Director of Leadership Solutions, Elle Robinson, to learn how Hanover’s Leadership Code is preparing future-ready Transformative Leaders.