STRATEGY 2025
EXTREME OWNERSHIP
At Strat 2024, we promised to think different.āā
THIS YEAR, WE MUST COMMIT TO ACT DIFFERENT
Because as Rita Mae Brown famously said...ā
‘Insanity is doing the same thing over and over again and expecting different results.’
ā
ā2025 is a watershed moment for our business.ā
IT IS TIME TO STEP UP, LEAD, OWN, AND SHAPE TPA'S FUTURE.
1. ORIENTATION
The purpose of this Strat Pack is to help you co-create and critically engage with our updated strategic priorities, reflect on your role as a Multiplier, and contribute meaningfully to shaping our shared future.
This pack provides essential insights, tools, and assessments to align us around the core theme of Extreme Ownership — which was introduced at TPA last year, and which Natalie expanded on in her opening note to the business in January. Extreme ownership is the foundation upon which we will build TPA’s future. With 60 months to define our legacy and ensure long-term success, this is your opportunity to take ownership, make bold contributions, and lead with purpose.
Immersing yourself in the content of this pack is non-negotiable. Your full engagement is critical as we collectively decide how we will play bigger, better, and smarter than ever before.
This is where the rubber hits the road.ā
2. KEY STRATEGIC PRIORITY FOR 2025
MULTIPLIER MINDSET OF EXTREME OWNERSHIP
Why extreme ownership?
Extreme Ownership is a call to action: To take full accountability for the growth and success of TPA, in every area of the business, without exception. We don’t have time to wait for someone else to solve the problem; it’s about owning the solution, driving results, and empowering others to do the same.
With 60 months to shape TPA’s future, Extreme Ownership is the cornerstone of how we will lead, operate, and build the business we envision. It is the key to creating exponential value, ensuring long-term sustainability, and leaving a legacy that endures.ā
WHAT EXTREME OWNERSHIP IS ...
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STRATEGYStrategy sets objectives necessary for actual progress. Whether you need to cut costs, restructure, launch a new product or rally employees. The right mix of a good perspective shift, bloody brilliant insight, decisiveness and potentiality allows for a true aim and an open-hearted response.
-
LEADERSHIP DEVELOPMENTIn our new, people-first world of work, leadership is no longer about driving outcomes. Itās about investing in our people and inspiring them to take ownership of their performance. One impactful, individualised leadership programme at a time.
-
PERFORMANCE MANAGEMENTYou can perform better. Full stop. Your business performance has the ability to reach a better neither of us even imagine yet. Solve your problems and recognise opportunities you didnāt even know you had.
-
CULTURECulture is the difference between TGIF and TGIM. Between digging in and taking another sick day. A business that people want to be part of is a business you want to be. With the right motivation and an understanding of why, people are unstoppable. This is a culture game, baby.
-
ORGANISATIONAL STRUCTURESometimes itās difficult to see the wood for the trees. At times we all need an outside opinion. We give you a birdās eye view of your organisational structure and a road map for how to axe inefficiencies, optimise technologies, streamline workflows, upskill employees and implement much better processes.
-
TALENT MANAGEMENTTricky, wonderful humans. Attract the right ones and great things happen. Keep them close, engage them, nurture them, work with them and make sure theyāre in exactly the right position to give their best, emblazoned with your companyās mission. People = Value. You best believe it.
-
PEOPLE CAPABILITY DEVELOPMENTPeople bring their energy, their initiative and their passion to work every day. Or they donāt. Strategy comes alive when people understand it, see themselves in it and emotionally feel connected to it. What are you doing to create an environment, a community and a sense of purpose that liberates your employees to show up?
WHAT EXTREME OWNERSHIP IS NOT ...
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STRATEGYStrategy sets objectives necessary for actual progress. Whether you need to cut costs, restructure, launch a new product or rally employees. The right mix of a good perspective shift, bloody brilliant insight, decisiveness and potentiality allows for a true aim and an open-hearted response.
-
LEADERSHIP DEVELOPMENTIn our new, people-first world of work, leadership is no longer about driving outcomes. Itās about investing in our people and inspiring them to take ownership of their performance. One impactful, individualised leadership programme at a time.
-
PERFORMANCE MANAGEMENTYou can perform better. Full stop. Your business performance has the ability to reach a better neither of us even imagine yet. Solve your problems and recognise opportunities you didnāt even know you had.
-
CULTURECulture is the difference between TGIF and TGIM. Between digging in and taking another sick day. A business that people want to be part of is a business you want to be. With the right motivation and an understanding of why, people are unstoppable. This is a culture game, baby.
-
ORGANISATIONAL STRUCTURESometimes itās difficult to see the wood for the trees. At times we all need an outside opinion. We give you a birdās eye view of your organisational structure and a road map for how to axe inefficiencies, optimise technologies, streamline workflows, upskill employees and implement much better processes.
-
TALENT MANAGEMENTTricky, wonderful humans. Attract the right ones and great things happen. Keep them close, engage them, nurture them, work with them and make sure theyāre in exactly the right position to give their best, emblazoned with your companyās mission. People = Value. You best believe it.
-
PEOPLE CAPABILITY DEVELOPMENTPeople bring their energy, their initiative and their passion to work every day. Or they donāt. Strategy comes alive when people understand it, see themselves in it and emotionally feel connected to it. What are you doing to create an environment, a community and a sense of purpose that liberates your employees to show up?
3. STRATEGY
Our 2024 Strategy served us well. But the world is evolving, our clients’ needs are shifting, and our ambitions for TPA are bigger than ever. What got us here won’t get us where we need to go.
Continuously interrogating our strategy is not a luxury — it’s a necessity. It ensures that we remain agile, relevant, and intentional about the future we are building.
With this in mind, we propose the following updated and
REVISED STRATEGY ON A WEBPAGE
Starting now, every aspect of our Strategy – from our purpose to our strategic pillars – will be owned by one or more Multipliers.
Ownership means full accountability to drive outcomes, remove obstacles, build momentum and inspire buy-in throughout the organisation.
Hover your mouse over the box to see who owns what.
We are driven by our
PURPOSE of
NATALIE
GRAHAM
BRANDON
ROBIN
TANYA
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El-KARIEN
MARLENE
MARYKE
JADE
KARIN
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KESHNI
YANAI
SERETHA
SUSHEN
NICOLE
JANNIE
#BETTER
owned by:
Our VALUE PROPOSTION is
NATALIE
TANYA
SERETHA
WE MAKE SENSE OF COMPLEX CHALLENGES TO DRIVE HUMAN PERFORMANCE
Hover your mouse over the box to see who owns what.
owned by:
Our STRATEGIC AMBITION is
WE ARE ON A MISSION TO CREATE BETTER WORKPLACES, FOR BETTER PERFORMANCE, WITH BETTER POSSIBILITIES
This demands fanatical adherence to the
DESIGN PRINCIPLES of
LISTEN TO UNDERSTAND
Active listening is a superpower that builds trust and leads to more innovative and effective solutions.
ZOOM IN,
ZOOM OUT
We seamlessly and continuously move between big-picture thinking and getting immersed in the granular detail.
HUMAN-CENTRED
We are a human business that puts the human at the centre of everything we do.
INSANELY
SIMPLE
In an increasingly complex world, we cut through the noise and the clutter to design clean, simple, impactful solutions.
DELIGHT & SURPRISE
Every engagement and every solution is an opportunity to delight and surprise, in order to create raving fans.
Hover your mouse over the box to see who owns what.
Led by a Leadership team that live into the Multiplier Mindset of
NATALIE
GRAHAM
BRANDON
ROBIN
TANYA
El-KARIEN
MARLENE
MARYKE
JADE
KARIN
KESHNI
YANAI
SERETHA
SUSHEN
NICOLE
JANNIE
EXTREME OWNERSHIP
owned by:
Who deliver on our
STRATEGIC PILLARS
SECURE
BASE
Creating the material and psychological safety that allow our people to live into their purpose.
GROWTH
AGENDA
A relentless focus on driving sustainable, exponential growth. This pillar represents our commitment to expanding our impact, increasing revenue, and ensuring profitability while embracing innovation and agility.
PEOPLE
FIRST
We are a people-first organisation that put our people at the heart of everything we do. This pillar is about cultivating a culture where talent is nurtured, contributions are valued and people are supported to thrive.
PURPOSEFUL PARTNERSHIPS
Building value-driven relationships with clients, partners, and stakeholders. This pillar embodies our belief that success comes from collaboration, trust, and shared commitment to better outcomes.
And who rolemodel our
CORE BELIEFS
-
STRATEGYStrategy sets objectives necessary for actual progress. Whether you need to cut costs, restructure, launch a new product or rally employees. The right mix of a good perspective shift, bloody brilliant insight, decisiveness and potentiality allows for a true aim and an open-hearted response.
-
LEADERSHIP DEVELOPMENTIn our new, people-first world of work, leadership is no longer about driving outcomes. Itās about investing in our people and inspiring them to take ownership of their performance. One impactful, individualised leadership programme at a time.
-
PERFORMANCE MANAGEMENTYou can perform better. Full stop. Your business performance has the ability to reach a better neither of us even imagine yet. Solve your problems and recognise opportunities you didnāt even know you had.
-
CULTURECulture is the difference between TGIF and TGIM. Between digging in and taking another sick day. A business that people want to be part of is a business you want to be. With the right motivation and an understanding of why, people are unstoppable. This is a culture game, baby.
-
ORGANISATIONAL STRUCTURESometimes itās difficult to see the wood for the trees. At times we all need an outside opinion. We give you a birdās eye view of your organisational structure and a road map for how to axe inefficiencies, optimise technologies, streamline workflows, upskill employees and implement much better processes.
-
TALENT MANAGEMENTTricky, wonderful humans. Attract the right ones and great things happen. Keep them close, engage them, nurture them, work with them and make sure theyāre in exactly the right position to give their best, emblazoned with your companyās mission. People = Value. You best believe it.
-
PEOPLE CAPABILITY DEVELOPMENTPeople bring their energy, their initiative and their passion to work every day. Or they donāt. Strategy comes alive when people understand it, see themselves in it and emotionally feel connected to it. What are you doing to create an environment, a community and a sense of purpose that liberates your employees to show up?
-
STRATEGYStrategy sets objectives necessary for actual progress. Whether you need to cut costs, restructure, launch a new product or rally employees. The right mix of a good perspective shift, bloody brilliant insight, decisiveness and potentiality allows for a true aim and an open-hearted response.
-
LEADERSHIP DEVELOPMENTIn our new, people-first world of work, leadership is no longer about driving outcomes. Itās about investing in our people and inspiring them to take ownership of their performance. One impactful, individualised leadership programme at a time.
-
PERFORMANCE MANAGEMENTYou can perform better. Full stop. Your business performance has the ability to reach a better neither of us even imagine yet. Solve your problems and recognise opportunities you didnāt even know you had.
-
CULTURECulture is the difference between TGIF and TGIM. Between digging in and taking another sick day. A business that people want to be part of is a business you want to be. With the right motivation and an understanding of why, people are unstoppable. This is a culture game, baby.
-
ORGANISATIONAL STRUCTURESometimes itās difficult to see the wood for the trees. At times we all need an outside opinion. We give you a birdās eye view of your organisational structure and a road map for how to axe inefficiencies, optimise technologies, streamline workflows, upskill employees and implement much better processes.
-
TALENT MANAGEMENTTricky, wonderful humans. Attract the right ones and great things happen. Keep them close, engage them, nurture them, work with them and make sure theyāre in exactly the right position to give their best, emblazoned with your companyās mission. People = Value. You best believe it.
-
PEOPLE CAPABILITY DEVELOPMENTPeople bring their energy, their initiative and their passion to work every day. Or they donāt. Strategy comes alive when people understand it, see themselves in it and emotionally feel connected to it. What are you doing to create an environment, a community and a sense of purpose that liberates your employees to show up?
Our refreshed 2025 Strategy on a Page embeds Extreme Ownership as a defining mindset of who we are, what we do, and how we do it. It reintroduces our previous Value Proposition as our Strategic Ambition, recognising its continued relevance and currency in shaping how we create impact. It tightens and streamlines our Strategic Pillars for greater clarity and focus. And it includes our Design Principles.
This strategy is not set in stone — it is foundational, with the intention that we will interrogate, analyse, question, and refine the various elements together at Strat 2025, against the urgency of the next 60 months.
Our Strategic Pillars, in particular, demand your careful scrutiny ahead of Day 1 of Strat 2025, and requires homework.
ASSIGNMENT #1
In the spirit of Extreme Ownership, we have assigned specific Multipliers as OWNERS of each of our refreshed Strategic Pillars. This has been extended to our Multipliers-by-Invitation, as indicated below.ā
ā
As a pillar owner, you and your team are accountable for leading, delivering, and embedding the critical outcomes and tangible results of this pillar across the business.
Hover over each element to reveal the owners.
STRATEGIC PILLARS
SECURE
BASE
GRAHAM
MARLENE
KARIN
SERETHA
Creating the material and psychological safety that allow our people to live into their purpose.
owned by:
GROWTH
AGENDA
BRANDON
TANYA
YANAI
JANNIE
A relentless focus on driving sustainable, exponential growth. This pillar represents our commitment to expanding our impact, increasing revenue, and ensuring profitability while embracing innovation and agility.
owned by:
PEOPLE
FIRST
ROBIN
JADE
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KESHNI
SUSHEN
We are a people-first organisation that put our people at the heart of everything we do. This pillar is about cultivating a culture where talent is nurtured, contributions are valued and people are supported to thrive.
owned by:
PURPOSEFUL PARTNERSHIPS
MARYKE
NICOLE
_JPG.jpg){kind=small}
El-KARIEN
NATALIE
Building value-driven relationships with clients, partners, and stakeholders. This pillar embodies our belief that success comes from collaboration, trust, and shared commitment to better outcomes.
owned by:
KEY
Led by
Multiplier
By invitation
THE ASK
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Take note of the Strategic Pillars that you own, and who your co-owners are.
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Schedule time as a group before Wednesday, 5 Feb to go deep on your assigned Strategic Pillar — interrogate it, challenge it, own it. Your goal is to bring the pillar to life in a way that is meaningful, actionable, and aligned with TPA’s future.
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Be ready to play back and present on Day 1 of Strat 2025.
DELIVERABLE
You will play back your pillar at Strat 2025 in any format of your choice. Get creative —your playback can be:
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A vision board that visually expresses the essence and evolution of the pillar.
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A presentation that sharpens its focus and impact.
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A story that captures its meaning and transformation over time.
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Any other engaging format that helps us collectively understand, challenge, and adopt this pillar into our daily work.
Your playback must cover:
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The Genesis – Where did this pillar come from? What need did it originally serve?
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Why It Matters – Why is this pillar essential to TPA today? How has it shaped our business so far?
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Its Future Role – What must this pillar mean moving forward? How should it evolve?
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Your Leadership Commitment – How will you and your co-owners actively lead this pillar?
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Rituals & Practices – What rituals, habits, and mechanisms will you put in place to ensure we deliver on this pillar?
4. MULTIPLIER MINDSET
TO MAKE MEANING
To be meaningful, Extreme Ownership must be measurable, and enforceable. Because leadership is not just about intent — it’s about impact, accountability, and results.
At TPA, we will no longer just reward effort; we will reward outcomes.
Therefore, in 2025, every Multiplier will be assessed and held accountable against a clear leadership scorecard — a set of measurable targets that reflect our shared commitment to driving TPA’s success. These metrics are not aspirational — they are non-negotiable standards that define what it means to lead and deliver as a Multiplier.
YOUR PERFORMANCE SCORECARD
01
REVENUE UNDER MANAGEMENT
Your allocated financial responsibility within TPA.
02
RETURN ON SALES (ROS):
45% CONSOLIDATED
Profitability is your responsibility, not a by-product.
03
CLIENT SATISFACTION: 85%+
Sustaining trust and value through exceptional client experiences.
04
DEBTORS BOOK:
45 DAYS AND UNDER
Protecting the secure base and financial health of TPA by managing cash flow.
05
MULTIPLIER COMPACT | 360 ASSESSMENT: 85%+
Demonstrating your leadership impact, as evaluated by your peers and teams.
At TPA, the choice is yours: you get to opt in or opt out of what we are building together. Opting in means committing fully to the standards, expectations, and behaviours outlined in the Leadership Scorecard. It means stepping up, taking accountability, and contributing meaningfully to our collective success. Opting in is not just about agreeing to the metrics — it’s about embracing the mindset, impact, and ownership required to make a difference.
Equally, if you choose to opt out, it signals that this journey, and what it demands, may not align with your personal goals or priorities. We will respect your choice, but it will mean stepping away from the Multiplier table and the shared vision we are striving to achieve.
ASSIGNMENT #2
Extreme Ownership demands extreme accountability.
To lead effectively, you must fully understand what is expected of you and critically assess how you plan to deliver against those expectations. Your Leadership Scorecard is the tool that will hold you accountable for driving TPA’s success in 2025.
This assignment asks you to critically interrogate the 5 elements of the scorecard.
THE ASK:
Reflect on the scorecard and answer the following questions directly, authentically and with intent.
01
REVENUE UNDER MANAGEMENT
What does ownership of revenue generation mean to you? What will you do to meet or exceed your revenue target?
What challenges do you anticipate, and how will you tackle them proactively?
02
RETURN ON SALES (ROS):
45% CONSOLIDATED
How will you ensure your work contributes to hitting the ROS target?
What will you do differently to keep profitability front and centre?
03
CLIENT SATISFACTION: 85%+
What steps will you take, above what you are currently doing, to deliver a client experience that drives satisfaction above 85%?
How will you hold yourself accountable for improving client relationships?
04
DEBTORS BOOK:
45 DAYS AND UNDER
What are some of the practical steps you will take to ensure the debtor’s book stays under 45 days?
What is your personal role in protecting TPA’s financial health and securing our future?
05
MULTIPLIER COMPACT | 360 ASSESSMENT: 85%+
What is your commitment to demonstrating leadership that builds trust, accountability, and impact?
DELIVERABLE
Come to Strat fully prepared to collaboratively build a
STOP-START-CONTINUE BOARD.
Together, we will critically and constructively evaluate our current practices across the four strategic pillars of the Leadership Scorecard.
This will enable us to identify:
STOP
What is not serving us or our goals and should be stopped immediately.
START
āWhat we are neglecting or not doing at all, and need to introduce to meet or exceed our targets.
CONTINUE
What we are excelling at and must continue to do to sustain our success.
ASSIGNMENT #3
Multiplier Compact
The Multiplier Compact is a commitment to the behaviours, standards, and expectations that define what it means to have a Multiplier Mindset of Extreme Ownership. This is not a theoretical framework — it is a clear, measurable standard that will guide how we lead, operate, and hold ourselves accountable.
The Multiplier Compact is an important part of your overall Leadership scorecard. It directly impacts bonus eligibility, and makes up 30% of your total Scorecard.
360 Assessment:
30%
Revenue:
30%
Client Satisfaction
20%
Return on Sales (ROS)
20%
Note:
The Debtors Book is a gateway measure — if you don’t meet the target, you won’t be eligible for a bonus.
THE ASK:
Critically engage with the Multiplier Compact survey question, set out below. Interrogate whether these questions accurately and fairly assess leadership impact at TPA? Are they clear, relevant, and aligned with what we expect from our Multipliers?
Scrutinise each behaviour and rating. Do they drive real accountability? Do they reflect what we value and need in our leadership team?
DELIVERABLE:
Come to Strat 2025 fully prepared to debate, workshop and finalise the Multiplier Compact as the gold standard of how we measure our impact as leaders.
MULTIPLIER COMPACT
PURPOSE AS OUR COMPASS:
1. Embodying the spirit of #Better, inspiring belief in our shared purpose to elevate people, teams, and possibilities.
2. Aligning their daily actions and decisions with TPA’s mission to create a legacy of transformation, growth, and meaningful impact.
3. Bringing purpose to life by connecting our work to a bigger, brighter story—one that ignites meaning and energy for the team.
TOTAL OWNERSHIP, ZERO EXCUSES:
4. Consistently steping into challenges with a “no excuses” mindset, owning outcomes and driving progress forward.
5. Showing up with a bias for action, tackling issues like cash flow, pipeline, or relationships as if they are their own to solve.
6. Effectively creating clarity and alignment, ensuring no efforts is not exhausted in delivering success for the business.
UNWAVERING INTEGRITY:
7. Living by the principle that their word is their bond, honouring every commitment and delivering without compromise.
8. Cultivating trust by speaking truth, leading with authenticity, and standing firmly for what they believe is right.
9. Role modelling the behaviours and standards they expect from others, without exception.
ZERO TOLERANCE FOR POLITICS:
10. Calling out whisper campaigns, unspoken frustrations, and hidden agendas, replacing them with direct, constructive conversations.
11. Creating safe spaces for bold, honest dialogue that fuels progress instead of division.
12. Fostering a culture where collaboration thrives and politics are replaced with purpose.
TRUST-BASED LEADERSHIP:
13. Empowering their team with the freedom to act, the tools to succeed, and the trust to deliver, while still showing up when it matters most.
14. Nurturing the next generation of Multipliers by mentoring, guiding, and lifting others to their full potential.
15. Striking the balance between leading with strength and creating space for others to take ownership and grow.
KNOWLEDGE AS OUR ULTIMATE MULTIPLIER
16. Seeing knowledge as a gift to be shared, multiplying insights and lessons to spark growth, innovation, and collaboration across the tribe.
17. Encouraging courageous thinking, big ideas, and bold solutions that take TPA’s work from ordinary to extraordinary.
18. Creating a rhythm of continuous learning and sharing rhythm makes our collective intelligence the edge that keeps us ahead.
MULTIPLIER RATING SCALE (1 TO 5)
Consider questions 1-18 in the context of a 1-5 rating scale that aligns with the Multiplier mindset and the TPA ethos of #Better. This scale ensures clarity and meaning in the assessment. It is designed to provide nuance and depth, allowing for constructive feedback while reinforcing ownership and growth.
5
The Clearest Example of This Multiplier
This Multiplier doesn’t just embody this behaviour—they define it. They set the standard, lead by example, and inspire others to follow. Their actions consistently reflect TPA’s core beliefs, and their impact is undeniable. If everyone operated at this level, we would redefine what’s possible.
4
A Strong Example, Consistently Demonstrates This Behaviour
This Multiplier demonstrates this behaviour strongly and consistently. They own it, lead with intention, and show up in a way that drives real impact. While there may be occasional gaps, they are self-aware and continuously improving. They stretch beyond expectations and elevate those around them.
3
Demonstrates This Behaviour, But with Room to Stretch
This Multiplier shows up and applies this behaviour, but not always consistently. There are moments of excellence, but also gaps in ownership, follow-through, or impact. They have the potential to be a strong example with more intentionality and focus. This is a growth opportunity to step up and own it fully.
2
Inconsistent in Demonstrating This Behaviour
This Multiplier occasionally demonstrates this behaviour, but it is not yet embedded in how they show up. There is hesitation, missed opportunities, or a lack of conviction. They may be aware but have not yet translated belief into consistent action. There is work to do, and ownership to take.
1
Least Like This Multiplier
This behaviour is rarely, if ever, demonstrated by this Multiplier. There is little to no visible ownership, commitment, or impact in this area. This represents a significant gap that requires immediate attention and a shift in mindset. This is not about criticism—it’s about calling in, not calling out. The real question: what will they do to change this?