By Roaa Fawzi, Founder & CEO
The Human Side of Execution
Exploring the gaps between strategy, people and experience and what it takes to close them.
Published every two weeks
Insights & Newsletters
Thinking, in the open, about how organisations actually work.
Two newsletters on LinkedIn, plus essays, events and case studies from the work we do with founders and organisations.
Our two newsletters
Both are published on LinkedIn. Follow one or both to get each edition as it comes out.
By CultureCatalyst
Inside CultureCatalyst
Practical perspectives on culture, leadership and learning that connect strategy to everyday work.
Published every two weeks
Latest editions
Newest first. Each one opens on LinkedIn.
The Human Side of Execution ·
They said yes. What happens next?
A new employee accepts the offer. A customer signs the contract. A partner agrees to collaborate. Each has made a decision to become part of your organisation’s story. What happens next will shape how they understand that decision.
Read on LinkedIn They said yes. What happens next? (opens in a new tab)
More from CultureCatalyst
Newsletter
Issue No. 01 | August 2026
Most organisations don't have a people problem. They have a connection problem.
Long form writing from the founder on strategy, people, culture and operations, and the spaces between them where execution is won or lost.
Read the latest issueEvents
Recent | 24 September 2026, London
From the Training Room to the Operations Table
Keynotes, panels and roundtables where we test this thinking in public with leaders, founders and practitioners.
See events and recapsCase Studies
Published with client approval
How the system shows up inside real organisations
Stories of the work in practice, shared only once the organisation has approved them. Organisations can submit their own story too.
Browse case studiesContact
Start a conversation
Tell us what is not connecting
Bring a question, a challenge or an idea. We will tell you honestly whether we are the right people to help.
Get in touchWhat we keep writing about
Connection over components
Why organisations built in parts struggle to perform as a whole.
Systems, not programmes
What happens when training is asked to solve a structural problem.
From strategy to execution
The conditions that let intent survive contact with daily operations.
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