| How it all started... Career transitions are most often spoken of in terms of beginnings. The spotlight falls on onboarding, the first hundred days, the excitement of the new role, the ambitions that follow. Far less attention is given to endings. Offboarding, the final ninety days, remains largely invisible in leadership literature, even though it is often more complex, more emotional, and more defining. |
The idea for The Last 90 Days Project was born out of my own reflections. Each time I transitioned, whether stepping into a new role, closing a chapter, or even pausing for a sabbatical, I found myself circling back to the same questions: What does it mean to leave well? How does one reconcile pride with regret, legacy with unfinished business? How do organisations respond, with dignity and respect, or with indifference and tension?
It struck me how little research, guidance, or even language exists for this terrain. The leadership field is saturated with frameworks on starting strong, yet it remains curiously silent on how to finish with clarity and grace.
| Through in-depth interviews and reflective conversations with executives, this project explores: • What drives the decision to leave. • How leaders live through their final ninety days. • How companies treat people at the threshold of departure. • The realities of conflict, loyalty, and burning bridges. • What remains afterward, meaning, lessons, legacy. |