Project Background

Petuna’s Aquaculture Leadership Team (ALT) is a technically strong, newly formed group responsible for driving strategic growth across the business. Early in their development, the team recognised an opportunity to strengthen collaboration, clarify roles, and build a unified approach to leadership. To support this alignment, Petuna partnered with The Project Lab to embed a shared leadership framework grounded in behavioural science and practical, team-focused tools.

Challenge

Petuna’s Aquaculture Leadership Team (ALT) was a newly formed group tasked with driving strategic growth for the business. While technically strong, the team quickly identified areas where collaboration could be strengthened, roles clarified, and priorities aligned. Without a shared framework, decision-making and accountability risked becoming inconsistent, and differing perspectives made it harder to drive initiatives forward efficiently.

The team also faced the challenge of embedding a consistent leadership culture across the organisation. With multiple stakeholders, complex operational demands, and the need to translate strategic goals into day-to-day practice, there was a real risk that momentum could stall. Petuna recognised that to unlock the full potential of the ALT, the team needed a structured approach to leadership development – one that combined practical tools, behavioural insights, and collaborative processes to strengthen trust, clarify responsibilities, and unify the team around shared goals.

Solutions

The Project Lab designed and facilitated a highly engaging session that blended behavioural science with proven leadership methodologies. The workshop prioritised psychological safety, shared ownership, and practical application – ensuring that every voice was heard and that insights translated into actionable outcomes.

Our Approach:

• Applied the SCARF Model to support psychological safety and effective collaboration.
• Used RASCI and RAPID frameworks to clarify roles, governance, and decision-making pathways.
• Leveraged Frances Frei’s Trust Triangle and Patrick Lencioni’s Five Dysfunctions of a Team to deepen trust and strengthen group dynamics.
• Facilitated the co-creation of a team charter articulating purpose, scope, and guiding principles.
• Developed actionable 12–24 month goals aligned with strategic priorities.
• Designed practical rituals and behaviours to embed the charter into everyday leadership practice.
• Led targeted exercises focused on alignment, feedback culture, and leadership cohesion.

Project Results

The session delivered immediate and meaningful impact for Petuna’s leadership team:The transition to a modern digital payroll and HR platform delivered significant operational improvements across the business. Key outcomes included:

• Participants rated the workshop 9.1/10 for productivity and relevance.
• Feedback highlighted the safe environment, high-quality facilitation, and the value of tangible outputs.
• The team charter is now a living, owned document guiding decision-making, communication, and expectations.
• Clear next steps were established, including quarterly reviews and embedded rituals to maintain momentum and strengthen cohesion.

Clear next steps were established, including quarterly reviews and embedded rituals to maintain momentum and strengthen cohesion.

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