Hanover Executive is a private coaching practice in Berlin. Linus Murphy works with leadership teams on executive team coaching and business coaching: leadership groups, and how the organisation actually performs. The rest of the roster holds the one-to-one work.
Who holds the conversations
Linus Murphy
The work starts with the senior team and with organisational performance.
For leadership teams, the work is lining up a senior group so communication, trust, awareness of how the team actually operates, collaboration, and delivery move together. For the organisation, each company is its own brief: find the constraints that stall both the leader and the organisation, then connect strategy, culture, and what actually gets done so growth does not drain the cash, the people, or the person at the top.
One-to-one executive coaching and personal-development work are held by the wider roster. If a brief sits outside the team and business menu, enquire.
How that work is framed
For a senior group, the shape is a four-phase sprint — Assess, Align, Advance, Anchor — using private interviews, a governance review, psychometrics, group sessions, a Trusted Feedback Loop™, and a one-day alignment lab. Inside-Out Leadership™ is applied first to the person, then to a shared team identity, before beliefs, behaviours, and actions.
For organisational performance, an Inside-Out Scale Engine™ maps identity and beliefs to the founder or executive story and the brand promise; values and rules to operating principles and decision guardrails; goals to quarterly OKRs with a review rhythm; and environment to organisation design, culture, systems, and processes. The engagement shape is Diagnose & Align, then Accelerate, then Compound & Sustain.
A 7-step sequence — Vision, Awareness, Challenges, Influence, Improvement, Impact, Results — ties behaviour change to the P&L rather than leaving development as a private aside.
A team engagement mixes private sessions with workshops for the group, aimed at alignment and pace. Leverage points named for founders, CEOs, and executive teams include self and team awareness, building high-performance teams, and organisational loyalty. The conversations sit with CEOs, founders, C-suite leaders, and their direct teams.
Published career
Prior operating seats, credited to those companies and years.
| Years | Role |
|---|---|
| 2006 – 2019 | CEO, Keystone Education Group |
| 2001 – 2005 | Group CEO, Creditsafe |
| 1995 – 2001 | Divisional CEO, Rentokil Initial Nordics |
| 1992 – 1995 | Sales Director, Rentokil Initial Ireland |
At Keystone he grew a start-up into an education-technology firm serving 4,500+ institutions; at Creditsafe he expanded a business-information provider globally; at Rentokil Initial Nordics he led a divisional P&L through a period of rapid revenue growth; and in Ireland he led a sales organisation. Those figures belong to those companies and years. They are not Hanover Executive outcomes.
He has held P&L responsibility as a CEO across more than two decades and has scaled businesses in more than 20 countries. He has lectured at leading business schools on innovation and entrepreneurship, and he has spoken at international leadership summits.
Credentials as published
- Executive and leadership coach, trained in advanced coaching methodologies
- Guest lecturer on leadership and entrepreneurship at European business schools
- Keynote speaker at international leadership summits
- Irish National Cycling Champion; competed internationally
Visit
Regus Kontorhaus, Kronenstrasse 63, 10117 Berlin, Germany. The office is in Mitte, a short walk from Friedrichstrasse station. The contact path is a web form. Enquire.