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How The Very Group Built a Coaching Ecosystem

One of the UK’s largest retailers didn’t come to coaching to fix a problem. They came to build on what was already working.

The Challenge

The Very Group’s colleague listening survey already returned the highest diversity-and-inclusion score they measure. Rather than treat that as the ceiling, they asked what a more connected, better-designed coaching offer could add. The goal was to make coaching part of how people experience work — connected to leadership development, talent reviews, inclusion and career development — rather than a standalone programme sitting alongside everything else.

What they built

Working with Thrive, Very created a full coaching ecosystem: one-to-one coaching across exec, leadership and talent pipeline populations; group coaching for colleagues returning from maternity leave (now five cohorts deep through the Return and Rise programme); a programme for neurodivergent colleagues; coaching offered to the co-chairs of all nine colleague-led networks. Everything connected, everything measured, and all of it sitting inside Very’s own development platform in their own brand.

The results

97% of participants rated the coaching experience excellent. Resourcefulness increased by 29%, optimism by 24%, confidence by 23%. 100% put actions into practice within 30 days. 90% saw lasting impact. Satisfaction improved 4 percentage points on the same period the previous year — and Very’s investment keeps growing.

“Coaching has the biggest impact when it’s not treated as a standalone activity.”

Kim Pritchard at The Very Group describes a business where coaching is connected to leadership development, talent reviews, inclusion and career development — so it becomes part of the whole colleague experience, not something added on top of it.

What Thrive made possible

Thrive’s platform enabled Very to bring together one-to-one coaching, group programmes, targeted interventions and a quarterly impact report for the CPO — all within a single connected system. The result is a coaching culture that reaches every level of the organisation, and evidence of its impact that leaders can act on.

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Coaching for all. Internal and Thrive Coaches.

“With a high-touch approach, we established a strong understanding of the current state, what they needed, and what stands in the way of delivering it.’’

Meredith W.

DHL Group.

Specialised transformational coaching. Group coaching circles to embed leadership development programmes.

“Our people are our business. If they aren’t feeling engaged, supported and cared for, they can’t care for our customers. Thrive is our partner in this.”

Kylie D.

GE.

“[Thrive] has been a fantastic support to us, by helping us get engagement in coaching and mentoring as part of our development strategy and internal development activities.”

Catrin G-P.

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Coaching for all

"I don’t have many suppliers that I would talk about like this.”

Samantha T.

Ogilvy.

“Coaching is one of the most life-changing development interventions I have ever had. If I had known just how powerful it was, I would have done it sooner in my career.”

People Leader.

GE.

“Learning how to be more coach like in my leadership style with Thrive has been a game changer.”

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General Electric.

“By just our second team conversation, we were more open, more trusting and more honest as an SLT.”

Senior Leader.

Insurance Sector.

‘This has been the most demanded learning in the history of our University management offer ever, our leaders love the group coaching with Thrive and keep on coming back to ask for more events like this.”