A business scaling fast. A team not moving with it.
Roxy Dinner Show is a theatrical dining experience in Rio de Janeiro with around 200 employees. Sold-out nights, a strong brand, an ambitious leadership team. On the surface, everything was working.
But inside the organisation something was off. Engagement was falling. Key people were disengaging. Cross-team friction was slowing execution. Leadership could sense it, but couldn’t name it precisely enough to act on it.
The gap between what leadership believed and what employees experienced.
Leadership had assumptions about how the team felt about the direction, the pace of change and their roles within it. Those assumptions turned out to be substantially wrong in several important areas.
Without a structured way to surface this gap, the organisation was making strategic decisions based on an incomplete picture — not out of carelessness, but because they’d never been given an accurate one.
Roxy Dinner Show kitchen team, Rio de Janeiro, 2025
The dining room at Roxy Dinner Show, Rio de Janeiro
A full Culture Audit. Every level of the organisation heard.
Over four weeks, structured one-on-one interviews with every member of the leadership team and a 47-question survey across the full organisation. Participation was 100%.
The survey measured psychological safety, role clarity, cross-team collaboration and mission alignment — each benchmarked internally to give the findings meaningful context.
Findings were presented in a facilitated half-day Activation Workshop. Leadership reviewed the data together, aligned on what it meant, and left with three clear priorities.
What changed as a result.
For the first time, leadership had a single agreed picture of where the organisation stood. Decision-making became faster and less conflicted.
Structured bi-weekly touchpoints between departments were introduced. Collaboration scores measurably improved within 60 days.
Three employees identified as flight risks were retained through direct conversations and role adjustments the report made possible.
Employee satisfaction measured again at 90 days showed meaningful improvement. People felt heard. The organisation felt different.
“Thomas helped us see what we couldn’t see ourselves. The findings were honest, and the workshop gave us a plan we could actually act on. The change we saw in 90 days was real.”
Caio Silva, Leader, Roxy Dinner Show