Who we are
We’ve spent our professional lives deep within the corporate world, where the human experience is crying out for a reboot.
Only four in 10 employees strongly agree that the mission or purpose of their organisation makes them feel their job is important.
We believe big business in the 21st Century is searching for a new, more balanced approach.
Why Wading Herons?
Early on we learned that our creativity flowed best when we are surrounded by nature.
One day we went kayaking to kick off some brainstorming. In a moment of serendipity we noticed a graceful heron on the river bank, patiently waiting for a meal.
It was a natural metaphor for the constant tension business leaders face between give and take, and between profit and impact.
We are curating a tribe of exceptional, engaging experts from across the worlds of business, humanities and social sciences
Wading Herons is us. It is what we do, and it’s all that we do. We treasure our independence as it permits us to share fresh, business unusual perspectives. We are neither “woke activists” nor “corporate suits”, we’re somewhere in between.
We hope you’ll enjoy exploring your path to balance with us as much as we will with you.
Murray’s craft is inspiring people to effect change.
A diverse management career with JP Morgan in business strategy, transformation and as a COO taught him to manage business complexity. But it also highlighted the costs that came from constraining human expression and witholding trust. The global financial crisis was a wakeup call for Murray, that highlighted just how disconnected the finance industry had become from its implied social contract.
Murray’s ambition is to help leaders authentically reconnect organisations with the people and environments they impact.
Murray’s craft is finding stories that connect people and inspire change. A diverse management career at JP Morgan taught him about human spirit, but also how much we lose by constraining it. The global financial crisis was a wakeup call for Murray, that highlighted just how disconnected the finance industry had become from its social contract.
Years in strategy, transformation and business management made Murray effective at the ‘head’ stuff, but also taught him just how inhibited and undervalued the ‘heart’ stuff was.