Kris MacLellan
The introduction
CV ↗

KRIS MACLELLAN / CHRISTCHURCH

People first.
Clear direction.
Change that lasts.

I’ve led a professional services firm, developed leaders and built with AI. I bring those experiences together to help organisations move forward through their people.

Meet the person behind the work →Find a practical next step ↗
LeadershipCEO, professional servicesPeopleCoaching & facilitationPractical AIFrom idea to useful tool
Kris
MacLellan
Abstract copper and ivory forms rising together
Different strengths.
One direction.01 / A shared purpose
APPLICATION FOR DELOITTE

Manager, Organisation & Workforce Transformation · Christchurch

The 30-second brief

Kris MacLellan.
People, change and AI.

I led a ~50-person professional services firm as CEO, building a people-focused culture and leadership team.

Since 2013, my practice has delivered coaching, workshops and strategic planning. I also build AI agents, applications and automations.

I want to combine those experiences for your Christchurch team and its clients.

Read the full CV ↗

What I’d bring

People need a reason
to come with you.

As CEO I developed the leadership team, introduced learning and mentoring, and led technology change. That experience helps me understand the responsibilities of a client executive and the demands on their managers.

In my coaching practice I design workshops and programmes around the people in the room. Earlier Army instruction and Services Academy programme design taught me to adapt the approach to the audience.

My CV sets out the experience behind this example. I haven’t presented measured before-and-after results here. Formal workforce analytics and consulting RFP processes are areas I would need to develop.

Read the career evidence ↗

The thinking behind the tool

Start with people.
Then the next step.

This is a small example of how I approach change: understand what’s getting in the way, involve the people doing the work and agree something practical to try.

Clarity: connect the change to a reason people can understand.

Capacity: make room for the change alongside existing responsibilities.

Confidence: give people supported practice and useful feedback.

Ownership: agree who acts, who decides and when to check progress.

These are conversation starters, not a complete change framework. Several challenges may apply at once. This tool can’t assess the underlying causes or replace listening to the people affected.

AI adoption is one example of change. Related reading from Deloitte explores how people develop judgement and learn new ways of working.

Related reading: AI adoption to adaptation ↗

Independent application work sample using prepared guidance. This is my approach, not an official Deloitte methodology or an endorsed tool.

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