Client list
MetaPerformance has a proud track record. Current clients are listed below.
MetaPerformance leadership
Mornay Vivier
CREDENTIALS
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Besides his formal qualifications Mornay has completed numerous courses, including:
- Business Transformation Training in LaHulpe, Belgium, while employed by the IBM Consulting Group.
- A coaching course through The MetaSkills Institute for Neuro-Semantics.
- Senior Management Development Programme (SMDP).
- Introduction to the Capability Model Integrated (CMMI) – presented by Gartner IT Project Management Core Capabilities course via Dimension Data with an organisation called Project Management Partners.
- Negotiating skills.
- Total Quality Management – while in the employ of Proudfoot plc.
- Business presentation skills.
- Proudfoot Quality Education System
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Testimonials
Clint Latour, Sales Director at MyMobility:
Since making use of MetaPerformance’s business case methodology and approach, not only have we managed to sharpen our sales approach but we’ve also managed to obtain significant executive buy-in from prospective customers at an early stage in our sales cycle. This has resulted in a greater hit rate for us and we now know when to play with potential customers —and when not to. We’ve made sense of the business savings and the positive impact that our technology will have on prospective customers businesses.
James McKerrell, CEO CRS Technologies:
MetaPerfomance is an independent Performance Improvement Company that assists CRS Technologies with Business Development by first Analysing the HR environments of our potential clients and then building a business case for investing in our technology. This allows CRS to be seen as a company who doesn’t not force our solutions on our clients but rather shows them the value our software would bring to them – the ROI. By doing this MetaPerformance empowers our potential clients – for instance at a well-known Pharmaceutical Company the new Head of HR was empowered by having a detailed status report on his newly ‘acquired’ HR environment which enabled him to crisply present his issues, objectives and requirements to his Execs in the UK.
Sean Adams, IQ Group (and now with CAPGEMINI in the UK):
Having been in consulting for many years, I've had exposure to many line managers and teams. Typically, these teams are loose associations of individuals, bound by nothing more than a common manager and all treated and measured with a common brush. Mornay has built a team environment and a team structure, where individuals are measured on the degree to which they fulfill their own potential and where people are realised to be different. This fact is celebrated instead of being squashed.
Mornay has a unique and very strong ability to see people's strengths and he works tirelessly to fit a person's unique characteristics to the particular role which will not only suit them, but allow them to be a thriving success. His focus as a manager has been unwaveringly on the people in the team and their relationships with key clients. I believe this is Mornay's true strength.
He is a great example of the new breed of people-centric managers, who build a strong team, bind them to a common goal, make each and every member feel heard and acknowledged and then energises the team towards achievement.
If you want to have an impact in a year, plant a garden
If you want to have an impact in a decade, plant some trees
If you want to have an impact over a century, plant people.
Christelle Joubert, Sun International:
I worked as a team member under Mornay’s management from July 2002 to April 2004. Throughout this time, and beyond, Mornay was continuously on a path of self-discovery and growth and was always willing to share these experiences as stimuli for the growth of the people around him.
Mornay recognises that each person has unique abilities and contributions, over and above technical knowledge and skills, and that those inherent abilities must be understood and nurtured properly. His style of management focuses on developing each team member to his/her full potential for the greater benefit of the team and then letting the team leverage off that. Mornay acknowledges that each person’s development is a process and that this takes time and is willing to walk the distance with each one towards the end goal. He understands the balance in life between work, social, family, fun, etc., and how crucial it is to maintain that almost sacred balance. Mornay recognises that each person has unique abilities and contributions, over and above technical knowledge and skills, and that those inherent abilities must be understood and nurtured properly. His style of management focuses on developing each team member to his/her full potential for the greater benefit of the team and then letting the team leverage off that. Mornay acknowledges that each person’s development is a process and that this takes time and is willing to walk the distance with each one towards the end goal. He understands the balance in life between work, social, family, fun, etc., and how crucial it is to maintain that almost sacred balance.
Mike Eliason, Nedbank:
Understanding the market, the work environment and the challenges we have socially, I was inspired to become a more competent person, to really focus on leadership skills in the work environment and to achieve a lifelong ambition. This included coping socially on a daily basis to ensure the upbringing of my family is filled with enrichment. I knew what I needed to achieve, but was rarely given the opportunity to understand how to get there.
I met with Mornay on a regular basis to study and understand current scenarios and past issues and from there we progressed towards meeting my end goals. Mornay has provided a clear path of how to reach my vision and has very practical ways off addressing each step. He has also given me the insight and confidence to know myself better and to understand others I deal with on a daily basis. I now have more confidence and can deal with situations in a far more effective manner, and no doubt, this is improving.
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