Brian Monette, HexArmor - HR Leader
The Problem
There’s inevitably a certain chaos that comes with scaling a fast-growing company. At HexArmor, that meant challenges around communication, leadership, and getting the team to bring their full, authentic selves to work while still balancing professionalism. Before working with Brian and his HexArmor colleagues, the difficulty of sustaining cohesion and clarity across a mid-management group during rapid growth was too obvious to ignore.
The Shift
When Brian and I started working together, HexArmor was growing fast. The pace of change was creating a real sense of strain across the organization. Leaders were managing the weight of scale, and Brian felt it personally. Communication patterns weren’t lining up. The mid-management layer was still forming. The culture wasn’t off-track, but it lacked the cohesion and clarity needed to continue thriving through growth.
Brian understood that bringing your whole self to work as a leader isn’t about having all the answers. It’s about showing up grounded and clear—even when things are moving quickly. He was ready to do the internal work required to lead with that kind of clarity.
“The workshop was a great lesson on how to show up fully and honestly in the middle of a fast-moving business.”
The Strategy
We began with the fundamentals: self-awareness, identity, and truth-telling. I brought in tools that help reveal the invisible things, like assessment work and deep listening practices. Not for the sake of diagnostics, but to invite the kind of reflection that opens the door to trust.
This was not a surface-level reset. We worked through real leadership dynamics, not hypotheticals. With a foundation of honesty and consistency modeled and built into the process, Brian and the rest of the group were able to show up with the same level of openness.
He shared his own growth areas, and in doing so, there was space for others to do the same. That dynamic made the development/coaching container stronger, more authentic, and more actionable.
“She didn’t just bring a framework. She showed up with us, stayed honest, and helped us see the root of what needed to shift.”
The Transformation
The team began to solidify. They weren’t just reacting to growth, they were making stronger decisions, and doing it together. Once loosely connected, they became a group with real trust, built from shared experience and mutual respect.
Leaders who hadn’t leaned on one another started holding regular check-ins. Conversations deepened. Vulnerability grew. Confidence followed.
Brian saw how his own growth helped unlock growth for others. His leadership got stronger, more intentional. That leadership clarity didn’t come from role or tenure. It came from doing the inner work and then applying it to every conversation, decision, and interaction.
The Impact
Organizational retention improved based on this team’s work. Team collaboration benefitted the individuals, and the organization as a whole. Leaders became more willing to step into complexity instead of avoiding it. They made better strategic calls—not because they had a new playbook, but because they were aligned and steady. Standing in their power.
Brian continued to use the tools in his own practice. He brought assessment insights to others. He made reflection part of his leadership routine. This was not just a development program; it became embedded in the culture.
“We had someone who listened deeply, helped us ask better questions, and didn’t let us hide from what mattered.”
The Takeaway
This is what happens when leadership development starts from the inside. It’s not a one-time training. It’s a process of knowing yourself, building a real connection with others, and moving as a unified team.
Brian didn’t just step into a stronger version of leadership. He stepped into a stronger version of himself. The team did the same.
“If you’re open to growth, ready for honesty, and want to lead from your whole self, this is the work.”