Dynamic Manage Growth began in 2017 when Morag Dunbar left her role as head of learning and development at a mid-sized financial services firm in Edinburgh. She had spent four years building internal management programmes and noticed a pattern: the managers who improved fastest were the ones who practised real conversations in a safe environment, not the ones who sat through slide decks about leadership models.
She decided to build a training practice around that observation. The first programme ran with eight participants in a rented meeting room on Leith Walk. Five of those eight referred colleagues within the year.
By 2019 we had a second facilitator. Today we are a team of four, plus two associate trainers we bring in for larger projects. We have trained over 600 managers across more than 80 organisations, from NHS trusts to tech startups to family-run construction firms.
We have four principles that shape every programme we design and every conversation we have with clients.
Reading about feedback is not the same as giving it to someone who reports to you while your palms are sweating. Our sessions spend at least 60% of the time on exercises, role-plays and real case analysis. The other 40% provides just enough structure to make the practice productive.
If a two-day offsite is not going to fix the problem, we say so. Sometimes the issue is a structural one: unclear roles, too many direct reports, or a senior leader who undermines the middle managers beneath them. We will name that, even if it makes the conversation uncomfortable, because a training programme cannot solve a design problem.
We cap our open programmes at twelve and our coaching at one-to-one for a reason. People change behaviour when they get personal attention, specific feedback on their own habits, and enough psychological safety to try something new and fail at it before trying again.
A training day creates energy. Without follow-up, that energy dissipates within a fortnight. Every programme includes at least one structured check-in after the sessions end, because we want to know whether the learning actually transferred to the workplace. If it did not, we want to understand why.
Founder and lead facilitator. Morag spent 14 years in financial services before starting Dynamic Manage Growth. She holds a Level 7 ILM Certificate in Executive Coaching and a postgraduate diploma in organisational psychology from the University of Edinburgh. She designs most of our programmes and facilitates the senior leadership coaching engagements.
Senior facilitator. Calum joined in 2019 after eight years managing engineering teams in the energy sector. He leads our new manager foundations programme and specialises in helping technical experts make the transition to people management. He holds a Level 5 ILM coaching qualification and is a qualified MBTI practitioner.
Programme coordinator. Priya handles scheduling, participant communications, venue logistics and post-programme surveys. She is the person you will speak to first when you call our office. Before joining us, she spent five years coordinating professional development events at a university in Glasgow.
We track these because they tell us whether the work is landing, not because round numbers are impressive on their own.
Managers trained since 2017
Organisations we have worked with
Average session rating across all 2024 programmes
Of participants reported changing at least one management habit within three months
If you think we might be a good fit, the next step is a short phone call. No slides, no sales process. Just a conversation about what your managers need and whether we can help.
Phone: +44 7217 678311
Email: [email protected]
Address: United Kingdom, Scotland, West Rolfsonington, XG7 6EJ, 2 Cassandra Walk