PeakPerform.ing by NOESUN
About us
PeakPerform.ing is the brand we use to market our services.
noesun SAS is the legal entity we use to contract & invoice.
For years as commercial leaders in high-performance organizations, we have always been looking for ways to make more impact. We have dedicated years of research and dozens of prototypes to find the high-ROI path to unleash human potential, to unlock new levels of Impact. When we found it: we developed transformative spaces, experiences, and services. PeakPerform.ing is about our services.
Pricing
We work with each of our clients to share value-added and mitigate risks in a simple and fair manner. This section is also included in our contracts, as the seed of our transparent dialogue.
Manifesto
The home page now has an entire section on Why we engage in ecosystem design and why we do it this way. Here is more about what we believe:
(1) We always start with your business challenge, and we use that challenge as an opportunity to transform for long-lasting peak performance. You define the what and the why. Below informs how we act:
(2) We unleash peak performance by getting all your talents (at least more than just 23%) engaged, autonomous, and with enough power to sense, probe, analyze, and act in a way that keeps your organization relevant in a fast changing VUCA world.
(3) We focus on the root cause of inertia and average performance: limiting mindsets. Hold space for average performers to reframe their mindset and see them rise up, driving of their own development and creating the systems they need to make it happen.
(4) Because it creates more powerful and longer lasting change, we hold space for people to self-reflect, and realize themselves what is true and how to do ____ (whatever it is) by thinking it through. We do supply the tools for quick wins and scaffolding.
(5) We help people discover the power of presence and the opportunities that lies beyond best practices, their autopilot, the algorithms, and incremental improvement. Once discovered, we dedicate time to be in that space, invent, and impact.
(6) We monitor the latest research and constantly experiment, but we do not seek novelty, we want and deliver impact: high ROI. First principles and proven methodologies: and we boil it down & keep it simple. No muscles without working out though, you'll work.
(7) Finally, a core element of the upgrade we facilitate is ecosystem awareness, because Peak Performance does not happen in a vacuum. We discover the broader ecosystem and maximize synergies and positive externalities for all stakeholders.
(2) We unleash peak performance by getting all your talents (at least more than just 23%) engaged, autonomous, and with enough power to sense, probe, analyze, and act in a way that keeps your organization relevant in a fast changing VUCA world.
(3) We focus on the root cause of inertia and average performance: limiting mindsets. Hold space for average performers to reframe their mindset and see them rise up, driving of their own development and creating the systems they need to make it happen.
(4) Because it creates more powerful and longer lasting change, we hold space for people to self-reflect, and realize themselves what is true and how to do ____ (whatever it is) by thinking it through. We do supply the tools for quick wins and scaffolding.
(5) We help people discover the power of presence and the opportunities that lies beyond best practices, their autopilot, the algorithms, and incremental improvement. Once discovered, we dedicate time to be in that space, invent, and impact.
(6) We monitor the latest research and constantly experiment, but we do not seek novelty, we want and deliver impact: high ROI. First principles and proven methodologies: and we boil it down & keep it simple. No muscles without working out though, you'll work.
(7) Finally, a core element of the upgrade we facilitate is ecosystem awareness, because Peak Performance does not happen in a vacuum. We discover the broader ecosystem and maximize synergies and positive externalities for all stakeholders.
We always start with your business challenge, and we use that challenge as an opportunity to transform for long-lasting peak performance. You define the what and the why. Below informs how we act.
The world is becoming increasingly more Volatile, Uncertain, Complex and Ambiguous (the famous VUCA). There is more data available than ever before, and waves of transformations are entering our lives at breakneck speed. It is not just speed we are dealing with, it is infinite acceleration. And the recent rise of AI makes this concept very real, we can almost touch it. The average company lifespan on the S&P 500 used to be 61 years back in the 1950s, it is 15 years now and decreasing.
Best practices produced at the top of the organization and spoon fed by managers to their employees might do the trick it in a clear, known, familiar world, where you have time to collect data, interview employees (the bottom-up), analyze and then produce the materials and enablement plans... But it does not work anymore when change floods the gates daily. Then, the thinking and the decision making process needs to be decentralized. After all, the people who know best the customers, the product, the suppliers are your front line workers.
For your organization to identify and respond to opportunities and threats in a timely manner (timely means fast), talent on the front line need the autonomy/power to sense - analyze - respond, and, more importantly in a VUCA world, to actively probe and even act in order to sense and respond.
Yes, ... but ... most employees (77%) worldwide are "not engaged" at work, and 1 in 6 is even resentful, “actively disengaged”. The same applies to your customers, and your partners. It is the base rate, so don't dream you live in a better world. You might be surrounded by exceptional talent, but the base rate is that 23% of engagement.
So on one hand, you need to share power with all your employees to respond effectively to the new world, and on the other hand, almost 8 in 10 do not care.
How do you address that? You let go of the 77% that have quiet or loud quitted (but stay in your organization) and you replace them with engaged ones? Good luck with that!
The 77% are not an individual problem. Who does not want to live a successful and fulfilling life? Your 77% of "not engaged" also want to live the dream.
The 77% are a systemic problem. In typical organizations, only a small fraction of the team lives their purpose at work, only a small fraction feels heard, only a small fraction actually decides what tomorrow will be made of, the rest needs to comply to someone else's view of the world without fully understanding how that makes sense to them. Most knowledge workers (>50%) don’t even get how their work contributes to broader goals, most organizations (74%) score low on Trust.
Leaders have the power to drive change and engage beyond the 23%, to drive alignment between everyone's work and the purpose of the organization, to build an organization of trust.
The idea is not novel and we have all heard speeches about flat organizations, decentralized decision making, and everyone being a leader. Because many have said the words without following through, leaders who kick-off change programs tend to meet skepticism when they're lucky, and cynicism when they're not. And that's OK, you just need to be ready for it, and actually deliver. Walking the talk despite it all will be the real surprise for everyone, and you will win them over, one after the other.
The fact we start with Leaders (who hold the most power) does not mean that change is the sole responsibility of leaders. Expecting Leaders to solve it all would be unrealistic and counterproductive, it disempowers the Team. Leaders present the opportunity, and individuals seize it.
If we had to pick one driving theme for us, that'd be it.
Here is the rest:
If people do not behave in the most productive manner (in our referential), most often, the root cause is mindset. They have a suboptimal perspective on the topic. You do not get to peak performance by teaching a process or implementing a system, you get there by getting people to discover their limiting beliefs, and shape better ones.
Instead of designing every process and enabling the team, we give space for people to reconnect to their personal insight, to find themselves what "best" means to them, the principles by which they want to live their lives, in the context of the vision the organization is working towards. Ask around you about topics covered by L&D programs (how to give feedback, how to manage difficult conversation, how to sell), you will observe that people already have all the right answers if you give them the time to think it through. People know what to do and do not really need the content, they need the self-reflection.
Our programs do supply the tools (they give quick wins and serve to scaffold), but most importantly they're created as spaces for people to self-reflect, discover personal insights and act on these insights (practice). Because self-realized insights are way more powerful than anything one can be taught. Maria Montessori said it best: "Every unnecessary help is an obstacle to development.", so we get out of the way.
As AI takes care of more and more of the algorithmic work we have, human work will be about heuristics/intuition. Psychological Safety, Creative Flow, and Collective Intelligence will no longer be optional concepts, it will be enacted practice. It is time to stop the autopilot, and be present, aware of oneself, one another, and what is emerging. This is where inventions come from, this is where we will be able to continue to add value as Humans in AI-enabled ecosystems.
Also, addressing the root causes - mindset, self-realization, and presence - is less resource intensive, more effective, and more authentic than trying to fix every symptom caused by limiting mindsets. With a more adaptive worldview, people will design the process and create the systems themselves.
Whether it is about engaging teams towards a high-impact vision, reframing mindsets, reconnecting with one's inner wisdom, or transitioning from algorithmic work to heuristics, we are not trying to be special and innovative, and we are not. We use what has been working for many and for a long time. Did you know for instance that:
- Maslow wrote his Theory of Human Motivation in 1943 (81 years ago)
- Frankl’s Man’s Search for Meaning was published in 1946 (78 years ago)
- And to keep it short, almost half a century ago, the year 1975 saw emerging 3 life changing concepts: Flow, Intrinsic Motivation and Positive Psychology through 3 seminal books.
We do monitor new publications and keep experimenting but we only share what has been repeatedly successful, and what offers the highest ROI.
More importantly, we go back to first principles, and everything we do is common-sensical, experientially proven, and simple. It does not mean it is easy. If it was easy, you would not need us.
Here are two examples you can try right now:
- If you feel agitated, try contracting every muscle in your body as hard as you can (start with the feet), hold for as long as you can. Release and exhale longer than you inhale for a few breaths. You will feel way more relaxed.
- If you're feeling tired, move (do jumping jacks, dance). Just start, and you won't even need caffeine.
Here are the principles behind these simple practices. Simple, but not easy: we can't do it for you and most people will default to inertia (stay agitated or tired) although the solution is one breath away (literally).
Finally, a key differentiator from other programs is ecosystem awareness. Peak Performance does not happen in a vacuum, it happens through synergy, discovering one another and maximizing externalities for everyone involved. We cannot serve an individual without grounding the work in their team, same for a team in its broader organization, and an organization in its ecosystem. That holistic mindset is a core element of the upgrade we facilitate.
The world is becoming increasingly more Volatile, Uncertain, Complex and Ambiguous (the famous VUCA). There is more data available than ever before, and waves of transformations are entering our lives at breakneck speed. It is not just speed we are dealing with, it is infinite acceleration. And the recent rise of AI makes this concept very real, we can almost touch it. The average company lifespan on the S&P 500 used to be 61 years back in the 1950s, it is 15 years now and decreasing.
Best practices produced at the top of the organization and spoon fed by managers to their employees might do the trick it in a clear, known, familiar world, where you have time to collect data, interview employees (the bottom-up), analyze and then produce the materials and enablement plans... But it does not work anymore when change floods the gates daily. Then, the thinking and the decision making process needs to be decentralized. After all, the people who know best the customers, the product, the suppliers are your front line workers.
For your organization to identify and respond to opportunities and threats in a timely manner (timely means fast), talent on the front line need the autonomy/power to sense - analyze - respond, and, more importantly in a VUCA world, to actively probe and even act in order to sense and respond.
Yes, ... but ... most employees (77%) worldwide are "not engaged" at work, and 1 in 6 is even resentful, “actively disengaged”. The same applies to your customers, and your partners. It is the base rate, so don't dream you live in a better world. You might be surrounded by exceptional talent, but the base rate is that 23% of engagement.
So on one hand, you need to share power with all your employees to respond effectively to the new world, and on the other hand, almost 8 in 10 do not care.
How do you address that? You let go of the 77% that have quiet or loud quitted (but stay in your organization) and you replace them with engaged ones? Good luck with that!
The 77% are not an individual problem. Who does not want to live a successful and fulfilling life? Your 77% of "not engaged" also want to live the dream.
The 77% are a systemic problem. In typical organizations, only a small fraction of the team lives their purpose at work, only a small fraction feels heard, only a small fraction actually decides what tomorrow will be made of, the rest needs to comply to someone else's view of the world without fully understanding how that makes sense to them. Most knowledge workers (>50%) don’t even get how their work contributes to broader goals, most organizations (74%) score low on Trust.
Leaders have the power to drive change and engage beyond the 23%, to drive alignment between everyone's work and the purpose of the organization, to build an organization of trust.
The idea is not novel and we have all heard speeches about flat organizations, decentralized decision making, and everyone being a leader. Because many have said the words without following through, leaders who kick-off change programs tend to meet skepticism when they're lucky, and cynicism when they're not. And that's OK, you just need to be ready for it, and actually deliver. Walking the talk despite it all will be the real surprise for everyone, and you will win them over, one after the other.
The fact we start with Leaders (who hold the most power) does not mean that change is the sole responsibility of leaders. Expecting Leaders to solve it all would be unrealistic and counterproductive, it disempowers the Team. Leaders present the opportunity, and individuals seize it.
If we had to pick one driving theme for us, that'd be it.
Here is the rest:
If people do not behave in the most productive manner (in our referential), most often, the root cause is mindset. They have a suboptimal perspective on the topic. You do not get to peak performance by teaching a process or implementing a system, you get there by getting people to discover their limiting beliefs, and shape better ones.
Instead of designing every process and enabling the team, we give space for people to reconnect to their personal insight, to find themselves what "best" means to them, the principles by which they want to live their lives, in the context of the vision the organization is working towards. Ask around you about topics covered by L&D programs (how to give feedback, how to manage difficult conversation, how to sell), you will observe that people already have all the right answers if you give them the time to think it through. People know what to do and do not really need the content, they need the self-reflection.
Our programs do supply the tools (they give quick wins and serve to scaffold), but most importantly they're created as spaces for people to self-reflect, discover personal insights and act on these insights (practice). Because self-realized insights are way more powerful than anything one can be taught. Maria Montessori said it best: "Every unnecessary help is an obstacle to development.", so we get out of the way.
As AI takes care of more and more of the algorithmic work we have, human work will be about heuristics/intuition. Psychological Safety, Creative Flow, and Collective Intelligence will no longer be optional concepts, it will be enacted practice. It is time to stop the autopilot, and be present, aware of oneself, one another, and what is emerging. This is where inventions come from, this is where we will be able to continue to add value as Humans in AI-enabled ecosystems.
Also, addressing the root causes - mindset, self-realization, and presence - is less resource intensive, more effective, and more authentic than trying to fix every symptom caused by limiting mindsets. With a more adaptive worldview, people will design the process and create the systems themselves.
Whether it is about engaging teams towards a high-impact vision, reframing mindsets, reconnecting with one's inner wisdom, or transitioning from algorithmic work to heuristics, we are not trying to be special and innovative, and we are not. We use what has been working for many and for a long time. Did you know for instance that:
- Maslow wrote his Theory of Human Motivation in 1943 (81 years ago)
- Frankl’s Man’s Search for Meaning was published in 1946 (78 years ago)
- And to keep it short, almost half a century ago, the year 1975 saw emerging 3 life changing concepts: Flow, Intrinsic Motivation and Positive Psychology through 3 seminal books.
We do monitor new publications and keep experimenting but we only share what has been repeatedly successful, and what offers the highest ROI.
More importantly, we go back to first principles, and everything we do is common-sensical, experientially proven, and simple. It does not mean it is easy. If it was easy, you would not need us.
Here are two examples you can try right now:
- If you feel agitated, try contracting every muscle in your body as hard as you can (start with the feet), hold for as long as you can. Release and exhale longer than you inhale for a few breaths. You will feel way more relaxed.
- If you're feeling tired, move (do jumping jacks, dance). Just start, and you won't even need caffeine.
Here are the principles behind these simple practices. Simple, but not easy: we can't do it for you and most people will default to inertia (stay agitated or tired) although the solution is one breath away (literally).
Finally, a key differentiator from other programs is ecosystem awareness. Peak Performance does not happen in a vacuum, it happens through synergy, discovering one another and maximizing externalities for everyone involved. We cannot serve an individual without grounding the work in their team, same for a team in its broader organization, and an organization in its ecosystem. That holistic mindset is a core element of the upgrade we facilitate.
Innosight Data
https://www.innosight.com/wp-content/uploads/2016/08/creative-destruction-whips-through-corporate-america_final2015.pdf
See the Cynefin Framework
https://thecynefin.co/about-us/about-cynefin-framework/
Gallup data: In your team, 2 thrive at work while 8 have quit already. (the base rate)
https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx?thank-you-report-form=1
Principles
1) Why contracting? Because the more intense the contraction, the more intense the relaxation will feel afterwards. Relaxation and tension are subjective, even if you were to maintain the same level of tension (you will not but still, let's finish this thought experiment), it would still feel relaxed compared to the full tension you just lived through.
2) Why exhaling longer? Because inhaling is linked to the parasympathetic system which regulate the "rest and digest" functions, and the exhaling is linked to the sympathetic system: "fight-or-flight", the higher the ratio for inhaling, the more you stimulate the parasympathetic vs the sympathetic. You will feel more relaxed.
3) Our physiology is linked to our state. You can't have an active body and an inactive mind. If you just go through the motion without committing to it (let's say you just move slowly in a way that reflects your feeling of exhaustion, you won't snap out of it). To change your state, play with a more impactful movement. Try dancing to this, committed.
2) Why exhaling longer? Because inhaling is linked to the parasympathetic system which regulate the "rest and digest" functions, and the exhaling is linked to the sympathetic system: "fight-or-flight", the higher the ratio for inhaling, the more you stimulate the parasympathetic vs the sympathetic. You will feel more relaxed.
3) Our physiology is linked to our state. You can't have an active body and an inactive mind. If you just go through the motion without committing to it (let's say you just move slowly in a way that reflects your feeling of exhaustion, you won't snap out of it). To change your state, play with a more impactful movement. Try dancing to this, committed.
Why work with us?
Guaranteed Impact
Our world-class methodology, backed up by research and field work, is not what you're buying. Our best efforts either. You want Impact, and this is what we contract, and deliver.
Low Effort & Lead Time
Transformation does not require a blank check and three years to materialize. Our models enable you to forecast and reduce lead time and your efforts and your teams' while delivering the growth you target.
Hands-on
Because we are in the trenches with you & your teams, our programs are grounded in the reality of the field & are not perceived as abstract wishful plans. And that develops trust that facilitates change adoption.
Enthusiasm to move Mountains
That's one of the parts where it is about me, more than about us. I partner on each project in order to form the team most suited to the challenge you bring us. No matter who is on the team, Enthusiasm is always present.
At festivals, I am the guy you don't offer cocaine to. Like Obelix, I fell into the magic potion when I was a little boy. Enthusiasm has never left me, just like curiosity.
And it is contagious.
I could talk about the years of relevant experience, the functions and the size of the teams I led, the budgets I managed, the revenue and growth I contributed to, the scale of the user/customer/partner ecosystems I helped recruit and serve, or the number of countries I did business in, and I do... in my CV.
But I prefer to lead with cocaine and Obelix. Because Transformation is about storytelling, and Taboos catch attention and, counterintuitively, build trust when used skilfully.
Also, when rubber meets the road, to inspire and sustain the change effort, you and your team will welcome high energy and anti fragility.
We have structured the engagement so you can discover us risk free beyond this website, so, please, reach out.
At festivals, I am the guy you don't offer cocaine to. Like Obelix, I fell into the magic potion when I was a little boy. Enthusiasm has never left me, just like curiosity.
And it is contagious.
I could talk about the years of relevant experience, the functions and the size of the teams I led, the budgets I managed, the revenue and growth I contributed to, the scale of the user/customer/partner ecosystems I helped recruit and serve, or the number of countries I did business in, and I do... in my CV.
But I prefer to lead with cocaine and Obelix. Because Transformation is about storytelling, and Taboos catch attention and, counterintuitively, build trust when used skilfully.
Also, when rubber meets the road, to inspire and sustain the change effort, you and your team will welcome high energy and anti fragility.
We have structured the engagement so you can discover us risk free beyond this website, so, please, reach out.
15+
Relevant Experience
Leadership roles Business Development, Partnerships, Marketing, Customer Success, Data Science, Advisor, Full-time professor, Peak experience designer & facilitator incl. Offsite, Coach & Mentor, Doer
Functions
Business Development, Partnerships, Marketing, Customer Success, Data Science, Advisory, L&D
Up to 25FTEs, up to 3 managers
Up to AUD$10M/year for organization's budget, up to $USD40M/year for clients' budget (both exclude headcount)
Up to USD $500M/year
Acquired X millions of monthly active users (LatAm Autos)
90+ top hotel chains in management incl. Hilton, Hyatt & Four Seasons
2000+ Partners in EMEA as Partner Manager, 12K partners globally as Global Partner Program Lead
Lived & worked in 8 countries in Europe, North & South America. Teams, Clients & Partners in every corner of the globe.
We look forward to
working with you.
