MARKO Advance

Upcoming Workshop

Certified Turnaround Strategy Leader™ (CTSL™)

Meet the Experts

Sergio Gutierrez (Main Expert)

As a turnaround CEO, Sergio Gutierrez knows how to take a company from crisis to creative success. As a Supply Chain executive with 25 years of experience in North America and Europe, he is a specialist in launching new operations, recovering companies and implementing processes focused on healthy, sustainable, financial, and operational performance. Sergio is a decisive, agile servant leader with a consistent and relentless approach for establishing a people-first culture, empowering workplace transformation. Over the years, he has successfully led change in global organizations with complex logistics and manufacturing processes, utilizing Operational Excellence and Lean principles.

Aymen Saihati, MS

Aymen Saihati is a leadership thinker, writer, and speaker. Recognized as one of the "World's Top 30 Startups Gurus for 2023." Aymen is the founder, CEO & Chief Visionary Officer of MARKO Advance, a consultancy and management development firm in Saudi Arabia. Aymen also founded "The Super Leader Framework™" and is the author of several books, including The Super Leader: From A Leader to A Systemic & Sustainable Leadership and Lead Naturally. Also, Aymen is the author of the "Leadership Awareness Series (LAS)," which includes two short books until now: Heartfelt leaders and On Emotional Intelligence.

Dain Dunston​

Dain Dunston has spent 30 years as an advisor and coach to leaders, helping them frame the foundation of their personal and professional journeys. He is author of Being Essential: Seven Questions for Living and Leading with Radical Self-Awareness. Other books include Nanovation: How a Little Car Can Teach the World to Think Big and Act Bold with Kevin and Jackie Freiberg, The Downside of Up: A Comic Novel of Outrageous Fortune and The Straight Dope: A Novel of Sex, Death and Rock & Roll. He is a frequent speaker on leadership, culture and coaching topics. Dain is the founding partner of Reservoir.

Inna Ulanova​

Inna Ulanova is on a mission to redefine what strength looks like. After a decade consulting executives, start-up teams and global corporations on design thinking and strategic communications, Inna joined the Reservoir team as a partner to change the game and level the playing field for next-gen leaders. As the Chief Play Officer, Inna guides teams to better understand themselves and others through empathy, creative play and psychology. She is the head of Reservoir Advance, an innovation lab for workshops and interaction design. Inna is also a disabilities advocate through her company Small Meet Large.

Program Objectives

At Super Leadership Global & MARKO Advance, we help organizations that are struggling to change, to step out of a zero-growth rut and find a new future. The yesterday’s leadership and management practices cannot be used to turn a company around. In fact, they are the practices that caused the problems in the first place. This program is for leaders focused on finding new models for a new world.

Program Value Proposition

Turning a struggling operation into an innovative, fast-forward organization begins with leaders who focus on three things: people first, then exploitation of current revenue streams and, third, exploration of what the market and their customers need next. You’ll learn from stories of failure and success what works in a turnaround and what doesn’t. And you’ll build a toolkit of proven success for creating and leading teams, developing new leaders, and leveraging Lean organizational concepts to reach Operational Excellence.

Program Target Audience

This program is designed for courageous leaders at upper levels of their career journey who might be asked to turn around a stalled or failing organization.

Program Agenda

  • Day One: Leadership Purpose and Essentiality

    • The Five P’s of a Great Organization

      • We teach leaders how to focus on getting to the right questions, framing the story of the organization’s purpose and journey.

      • 5 P’s: Purpose, people, process, product and payoff.

      • We work to identify your personal goals and ambitions within the context of your organizational values and commitments.

      • How do we harness our leadership mindset to build a stronger, more resilient global economy and create social value? How do we create a resilient and sustainable strategy? 

  • Day One: Putting Your People First

    • Developing a Leadership Culture of Ownership and Innovation 

      • Understanding that in the best organizations, the leaders serve the people who serve the customers. In order to implement a strategy that works, we must first understand the: 

        1. Core Behaviors: How to build engagement in the workplace.

        2. Company’s Aim and Ambition: How to create a strategy that factors in the company’s “Why” for KPIs and OKRs. 

  • Day Two: Strength to Lead into the Future

    • Emergence: Finding the Future Today

    • Thinking Short and Long

      • What is our long-term strategy and how do we communicate it? What key challenges do we need to tackle to achieve our long-term vision? What should our team be focused on building now? 

      • We will work on understanding what to say yes to, and what to say no to. Identifying our set of choices, or trade-offs, to build organizational resilience into the future. 

      • We will go through exercises that include moonshot thinking, futurecasting, retrocasting and prototyping. 

  • Day Two: Developing a Turnaround Strategy that Stakeholders (Including Yourself) Want

    • Developing a strategic plan for implementation

      • For a successful implementation, your strategic plan will outline: 

        1. What are your goals and objectives? 

        2. What are the key projects and initiatives that will help you reach your measurement for success? 

        3. How does implementation (including the KPIs and OKRs) fit within your company vision, mission and focus areas? (Will you have executive buy-in?) 

        4. How does this implementation fit into your personal leadership journey? (Will you lead by example?) 

        5. Who are your competitors and what choices are they making? 

      • To facilitate strategic and innovative thinking, we will conduct: 

        1. Eliminate-Reduce-Raise-Create (ERRC) exercise: “If we are going to prioritize this new product or program, what are we doing to reduce or eliminate so that we can be industry leaders in our approach?” 

  •                 Day Three: Executing Your Strategy for the Infinite Game:

    We can’t choose the game. We can’t choose the rules. We can only choose
    how we play.

    Just Cause – Does your organization offer your people a just
    cause so that they will be willing themselves and their interest, to advance
    that cause?

    Trusting Teams – Do you check in with your team and ask them how
    they are? Do the people in your organization feel they can be themselves? How
    do we create an environment in which our people can work in their natural

    Worthy Rival – What strengths in others have revealed the
    weaknesses within yourselves? Abandoning the mindset of “winning”, you get to
    choose the metrics. A worthy rival is another person in the game, is someone
    that reveals the weaknesses within you, that is an opportunity for you to
    improve on yourself. Are you hiding from any worthy rivals?

    Existential Flexibility – Are you staying in a comfort zone within your
    organization? Did you ever have an idea or has anyone presented an idea to you
    so far-fetched you thought it impossible? Or just not reasonable provided your
    current planning?

    Courage to Lead – It is so hard to make a finite decision. Our
    arbitrary goals sometimes become so important, that our decisions can even go
    outside of our values. It is unbelievably difficult to make decisions, yet at
    the end of the day, it is about human relationships. Are you building your
    organization, so that future leaders are able to do it? Do people know the
    cause? Can future leaders make the flex decision, even if you’ve never had to.
    That’s the responsibility of leadership, to prepare the organization for the
    next leaders.

    1. Day Four: Navigating Disruption: Becoming An Undisruptable Leader
      Three hours.

    Primary Instructor: Mark Lipton Co-instructor: Sergio Gutierrez

            Cultivate leadership skills that will make you undisruptable.

              Discover the five key traits of undisruptable leaders—ambidexterity, a beginner’s mindset, disruptive jujitsu, end-user ethnography, and emotional fortitude—and analyze the way they apply these traits to lead their organizations through disruption.

              Explore the five practices of an undisruptable leader in a professional environment.

            The Makings of an Undisruptable Leader

              The First Practice of Undisruptability: Ambidexterity

              Approaches to Ambidexterity

              Keys to the Kingdom: Essential Leadership Knowledge about Ambidexterity

              Building Ambidextrous Skills

              The Second Practice: The Beginner’s Mindset

              Applying and Approaches: What Leaders Need to Know About Beginner’s Mind-Set

              Cultivating and Growing a Beginner’s Mind-Set

              The Third Practice: Disruptive Jujitsu

              Strength and Defense: Disruptive Jujitsu

              Making a Jujitsu Move: Disruptive Jujitsu Within Organizations

              The Fourth Practice: End-User Ethnography

              Obsessing Over the Customer: End-User Ethnography 

              Approach Matters: Embracing the Value of the Customers’ Human Experience

              Leaders Leaning In: Applying End-User Ethnography to an Organization

              Friends and Foes: The Do’s and Don’ts of End-User Ethnography

              The Fifth Practice: Emotional Fortitude

              The Fortress Inside: Discovering Emotional Fortitude

              Becoming the Fortress: Approaches for Leaders

              Building From the Inside-Out: The Components of Emotional Fortitude

              Checks and Challenges: Identifying the Challenges of Emotional Fortitude

            Completing the Undisruptable Puzzle

              Forces and Factors: The Causes of Disruption

              The Building Blocks: The Five Practices and the Undisruptable Leader

              Self-Assessment of Undisruptability: Methods for Leaders 

              Measuring the Marathon: Long-Term Methods of Undisruptable Leadership

            Evaluating Why Leaders Need to be Undisruptable.

              Self-guided mindset hunt, journaling to a series of questions.

  • Day Five: Building to Last (Final Assignment)

    • Complete the final workbook (final project) for your certification

      • Part 1:

        1. Building Relationships. 

          1. Why do we have difficulty understanding one another? 

          2. The Triangulation Theory of Misunderstanding. 

          3. HAIL Practice. 

          4. To listen is to respond. 

      • Part 2: 

        1. Thinking Upstream. 

          1. The Trap of Reaction.

      • Part 3: 

        1. Leading in the Infinite Game. 

          1. How to turn around with 5 key principles.

            • Just Cause. 

            • Trusting Teams. 

            • Worthy Rival. 

            • Existential Flexibility. 

            • Courage to Lead.

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