KAYA CollectiveStrategic People & Organisation Consulting
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Strategic People & Organisation Consulting

Building the organisation behind the growth

KAYA Collective works with founder-led and growing businesses whose organisation, management and People practices need to keep up with the growth of the company.

Growth changes what the organisation needs

As businesses grow, the ways of working that supported an earlier stage can start creating problems. Roles become less clear. Decisions take longer. Managers carry responsibility without enough authority. Important questions continue to return to the founder. Informal practices are no longer enough to support a larger or more complex organisation.

These problems often look like isolated People issues. In practice, they may be connected to structure, accountability, decision-making, management capability or the way work moves across the business.

KAYA helps leaders understand what is really happening, decide what needs to change and put the right structure and ways of working in place for the next stage of growth.

Typical situations

  • The business has grown, but roles and responsibilities have evolved informally.
  • Too many decisions still return to the founder or senior leadership team.
  • Managers are accountable for outcomes without clear authority or expectations.
  • Teams and functions struggle to coordinate or work consistently.
  • Performance management, goals or People processes no longer fit the business.
  • A new structure or management model has been designed but is not working in practice.
  • The business is expanding across locations or countries and needs greater organisational consistency.
  • Leadership knows something is not working but is unsure what actually needs fixing.

How KAYA can help

Every engagement is shaped around the business problem rather than a standard package. The services below provide clear starting points, from understanding what is happening to designing and implementing the changes required.

01

Organisation and People Diagnostic

When you know something is not working, but you are not sure what actually needs fixing.

The Diagnostic looks across the organisation to understand what is happening, why it is happening and what should be addressed first. It may include conversations with the founder, leadership team and relevant employees, together with a review of the organisation structure, roles, processes and available information.

Outcome
A clear view of what is working, what is not, the likely causes and the priorities for action.
Typical investment
£3,000 to £5,000 for smaller organisations. Larger or more complex diagnostics are scoped separately.
02

Organisation Design and Scaling

When the business has grown, but the organisation has not caught up.

Design the structure, roles, responsibilities, reporting relationships and decision-making the business needs for its current size and next stage of growth. The work goes beyond an organisation chart to clarify ownership, authority and how teams need to work together.

Outcome
A clearer organisation with better-defined responsibilities, stronger ownership and a structure that supports continued growth.
Typical investment
From £5,000. Larger or more complex projects are scoped separately.
03

Management and People Infrastructure

When informal ways of working are no longer enough.

Put in place the management practices and People systems required for the business to operate consistently. This may include performance management, goals and KPI frameworks, manager expectations, role clarity, job descriptions, onboarding, compensation principles, policies and practical tools for managers.

Outcome
Practical management and People systems that support the business and can increasingly be owned internally.
Typical investment
From £5,000, depending on scope and complexity.
04

Organisational Change and Implementation

Because designing the answer is only part of the work.

Support the organisation while new structures, roles, management practices or People systems are introduced. This may include implementation planning, leadership support, communication, facilitation, manager guidance and reviewing what is working in practice.

Outcome
Changes that move beyond recommendations and become part of how the business operates.
Typical investment
Scoped separately according to the project, complexity and required level of implementation support.
05

Strategic People and Organisation Partner

Ongoing senior support without building a full internal People leadership function too early.

Ongoing advice and judgement for founders and leadership teams as organisational and People questions arise. The relationship focuses on structure, management, performance, accountability, leadership and complex People decisions rather than operating as an outsourced HR department.

Outcome
Senior People and organisational judgement available when needed, without hiring a full-time senior People leader before the business requires one.
Typical engagement
A small number of days each month, with scope and involvement agreed around the needs of the business.
Typical investment
From £2,000 per month.

Diagnose before prescribing

Businesses often arrive with a solution already in mind: restructure the team, hire someone, introduce performance management, replace a manager or add a new process. The visible problem is not always the real problem.

KAYA starts by understanding the business and examining the evidence before deciding what needs to change.

  1. Understand
  2. Map
  3. Investigate
  4. Diagnose
  5. Prioritise
  1. Business and direction
  2. Structure and roles
  3. Decisions and accountability
  4. Leadership and management
  5. People and capability
  6. Ways of working

The aim is not to create a catalogue of everything that could be improved. It is to identify the small number of organisational issues that matter most to the business and determine what should happen first.

Comfortable with complexity. Uninterested in unnecessary complication.

How engagements work

Senior-led and shaped around the work

Every engagement is led by Lana Bondar. Depending on the scope, work may be delivered directly or with carefully selected independent specialists where additional expertise or capacity is required.

The client should always have clarity about who is involved, what each person is responsible for and how the engagement will be led.

Lana Bondar, founder of KAYA Collective

Lana Bondar

Founder | Strategic People & Organisation Consultant

Lana works with founder-led and international businesses as they grow and the organisation needs to catch up.

Her background combines organisational consulting, People strategy, business operations and executive coaching, with experience working across the UK, Europe and the United States.

She works across the organisation rather than looking at People issues in isolation. That may mean examining structure, roles and accountability, how decisions are made, what managers actually own, where the founder remains unnecessarily involved and whether the systems around people and performance support the way the business needs to operate.

Her approach combines commercial thinking with practical implementation. The objective is to introduce enough structure for the organisation to work effectively without adding process for the sake of process or losing what made the business successful in the first place.

The name Kaya comes from the Sanskrit word kāya, meaning body or form. It reflects the idea behind Kaya Collective: helping founders bring vision into reality by building the organisational structure, management capability and people systems needed for sustainable growth.

Connect with Lana on LinkedIn

Start with a conversation

If your business has grown or changed and the organisation is struggling to keep up, the first step is a conversation about what is happening and what you are trying to change.

There is no charge for the initial conversation.

lana@kayacollective.co.uk+44 7944 955 981
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