Eli Castson

I began with psychology: how people think, decide and experience an organization.

That interest led to brand, client experience, technology and how teams work together.

A psychology degree came first, then an MBA in digital transformation at the University of Zurich.

The recurring question:

What needs to change so people can do the work well?

I am Canadian and Swiss.

I live in Nova Scotia. Eighteen years in Switzerland shaped my work, and I continue to work there.

I have worked in private banking, luxury skincare and global media, in Swiss and international organizations.

Those settings taught me precision.

Precision is not fussiness. It is what you owe the people who have to act on what you decided.

At a global media organization, I led changes across teams, technology and culture.

It pulled together the operating model, the technology, the decision rights, and the plain human support people needed to work a new way.

Each change had to work with the others.

I acquired Braveheart, rebuilt its operation and continue to run it.

Owning it means every recommendation gets tested against what happens the next morning, usually to me.

I help leaders decide what to change and how to carry it through.

Usually it is growth, investment, automation or how the team is put together. What the business needs, what it can actually carry, and where to start.

I sit with executive teams, then go and live with the same kind of decisions in my own company.

The tools and industries vary. The question remains:

What should this organization become, and what needs to change?

A decision made in the boardroom turns into somebody’s Monday, and eventually into what a client feels. I work across all three.

If it only works in one of them, it does not work.