See
Develop systems and processes that make problems immediately obvious.
Coach. Consultant. Speaker. Trainer.
CordellHensley.
Developing people.
Building dynamic organisations.
Cordell helps leaders and teams build the knowledge, confidence and capability to make improvement last.
His approach draws on experience in US Marine Corps aviation, Toyota and PepsiCo — and a conviction that people make the difference.
Talk to CordellUS based · Working globally
Experience that shapes the approach
Different organisations.
A shared lesson.
Lasting improvement depends on the people doing the work.
Cordell’s career has taken him from military aviation to automotive and food manufacturing, and into coaching and consulting. Along the way, he saw how clear standards, teamwork and the freedom to improve can change the way an organisation performs.
He also saw why improvement can lose momentum: introducing tools is only part of the work. People need to understand the purpose, develop their skills and have the opportunity to use them.
That experience shapes his work today: helping organisations develop their own capability to learn, solve problems and keep improving.
US Marine Corps A foundation in leadership
Cordell began his career in US Marine Corps aviation, learning about leadership, teamwork, motivation and discipline.
Visual management, documented standards and regular reviews made the work clear. Problem-solving and learning were part of how the team operated.
Toyota Improvement in everyday work
After leaving the Marines, Cordell returned to the UK and joined Toyota. He improved processes while learning how the organisation’s systems and culture worked together.
Subsequent roles in manufacturing showed him the challenge of transferring those practices without the same engagement and development of people.
PepsiCo The importance of engagement
At PepsiCo, Cordell experienced a culture in which people were encouraged to improve processes and make a difference to their own work.
It reinforced an important lesson: the tools matter, but an engaged team with the capability to act is what makes improvement sustainable.
Coaching and consulting Developing capability in others
Cordell moved into consulting to share his experience with other organisations, later establishing his independent practice.
His focus is on helping leaders and teams understand both what to do and why, so that improvement continues through their own knowledge and confidence.
Our vision: continuous improvement and respect for people
See. Solve.
Share. Show.
Four connected principles sit at the heart of a dynamic organisation. Practised together, they build the capability to keep learning and adapting.
Solve
Address problems as they arise, with the people who understand the work.
Share
Share the knowledge gained. Learn once and apply it in many places.
Show
Leaders coach and develop people to see, solve and share for themselves.
LEAN
MISCONCEPTIONSSEE
SOLVE
SHARE
SHOWSECOND EDITION
IN DEVELOPMENT
MISCONCEPTIONSSEE
SOLVE
SHARE
SHOWSECOND EDITION
IN DEVELOPMENT
Cover concept for review
The thinking behind the work
Lean Misconceptions.
A new edition.
A continued focus on people.
Cordell is developing a second edition of Lean Misconceptions. The book provides a place to explore his thinking on Lean, leadership and building organisations that keep improving.
See, Solve, Share and Show connect that thinking to everyday work: recognise problems, address their causes, share the learning and develop others.
Second edition in developmentAsk about the bookFeedback from previous trainees
Practical knowledge.
Shared with enthusiasm.
“Cordell’s understanding and enthusiastic delivery of the subject matter makes our training workshops highly effective, efficient and fun.”
Engineering ManagerGlobal Manufacturing Organisation
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