Andres Monroy Urrego
Andres Monroy Urrego
Andres Monroy Urrego
New Dream Team Framework Targets 40% of Stressed Leaders Considering Exit as Trust in UK Leadership Falls to Historic Lows
LONDON, ENGLAND, UNITED KINGDOM, February 16, 2026 /EINPresswire.com/ — Andres Monroy, a Universitat de Barcelona-trained Revenue Architect and Founding Partner at OnlyDo Events, has officially launched a comprehensive strategic team advisory service designed specifically for London’s growth-stage businesses facing what many leaders describe as the most demanding operating environment in years.
The initiative comes as research continues to point to rising stress, declining trust, and increasing exit intent among senior leaders—pressures that are now showing up in slower decisions, weaker accountability, and execution breakdowns inside scaling companies.
The timing of Monroy’s launch addresses an urgent gap in the market.
London’s competitive business environment, spanning fintech startups in Shoreditch to professional services firms in the City, has intensified further.
Founders and C-suite executives are navigating burnout, skill gaps in strategy and change management, and the compounding pressures of hybrid work models that can weaken communication, alignment, and performance rhythm.
The result is a cascade of execution failures that threaten the viability of otherwise promising companies.
Monroy’s strategic team advisory in London service is built on the Dream Team Framework created by Stuart Blyth, a proprietary methodology that translates elite sports coaching principles into actionable business systems.
Unlike generic HR consulting or one-day workshops that produce temporary enthusiasm but no lasting change, the framework addresses the structural deficiencies that cause leadership teams to stall.
It covers squad composition, role clarity, culture architecture, performance rhythm, and leadership operating systems—all calibrated to the unique challenges of scaling a business in one of the world’s most competitive markets. It is anchored by four vital leadership questions—vision, clarity, communication, and what truly drives the team—so teams align before they accelerate.
The service targets growth-stage companies generating between one million and fifty million pounds in annual revenue.
These are businesses that have proven product-market fit but cannot scale execution without the founder present in every meeting.
The pattern is consistent across industries: talented individuals perform well in isolation, but the team lacks the coordination, accountability, and communication systems to function as a cohesive unit.
The advisory relationship fixes this by embedding directly with leadership teams to install frameworks that persist after the engagement ends.
Central to Monroy’s approach is the principle of eliminating single points of failure.
Too many London businesses depend on one or two key individuals who hold critical knowledge, relationships, or decision-making authority.
When those individuals burn out or leave, the business suffers disproportionate damage.
The Dream Team Framework builds redundancy, cross-training plans, and succession systems that distribute capability across the entire team.
The methodology draws heavily from Monroy’s years of performance learning across football, American football, water polo, underwater hockey, running track, and tennis—sports where role clarity, conditioning, communication, and coaching cadence determine results under pressure.
The patterns are remarkably consistent: clear roles defined by outcomes rather than tasks, coaching cadence that develops people continuously rather than annually, marginal gains that compound over time, and accountability frameworks that create ownership culture without blame.
When applied to business, these principles transform how leadership teams operate on a daily basis.
Monroy’s leadership team coaching in London component addresses one of the most pervasive problems in growing companies—the absence of structured coaching systems.
Most leaders have never been taught the difference between managing tasks and coaching people.
They default to micromanagement or complete delegation, neither of which produces sustainable results.
The coaching cadence installed through the advisory relationship creates a rhythm where people grow consistently, missions are clear every week, and progress is visible to the entire team.
The launch also includes a talent strategy consulting in London pillar focused on proactive team selection rather than reactive hiring.
London’s talent market is notoriously expensive and competitive.
A bad hire at the leadership level can easily cost over one hundred thousand pounds when recruitment fees, salary, onboarding time, and opportunity cost are factored in.
Monroy’s hiring playbooks use scorecards and structured evaluation processes to remove gut-feel from critical decisions, improving role-fit, hiring outcomes, and long-term retention.
The framework’s five core principles guide every engagement.
Marginal gains focus on compounding one percent improvements rather than searching for dramatic transformations that rarely materialize.
Strategic substitutions teach leaders when to change the lineup instead of hoping underperformers will improve on their own.
Unifying culture builds shared identity that transcends individual egos.
Communication systems prevent the chaos that inevitably accompanies rapid growth.
And eliminating single points of failure ensures no one person holds the keys to the kingdom.
Early indicators suggest strong demand for the service.
London-based companies are grappling not only with internal leadership challenges but also external economic pressures.
Input prices continue rising, particularly for smaller firms, and consumer retention has become significantly more difficult as market saturation increases.
Against this backdrop, the ability to execute with precision and efficiency is no longer optional—it is existential.
Monroy brings a unique combination of academic rigor and practical execution to the advisory relationship.
His background spans the University of Barcelona.
He has personally scaled sales organizations from five to over one hundred twenty employees and helped clients generate more than twenty-five million pounds in recurring revenue.
About Andres Monroy:
Andres Monroy is a Revenue Architect and Founding Partner at OnlyDo Events.
With training from the University of Barcelona, Monroy has spent over a decade building and coaching high-performing teams across multiple industries.
He has scaled sales organizations from five to one hundred twenty-plus employees, generated more than twenty-five million pounds in recurring revenue for clients, and applies elite sports coaching principles to business execution through advisory work and performance programmes.
Based in London, Monroy works with founders and C-suite leaders at growth-stage companies who want to build teams that execute without the founder on the pitch.
His approach combines high-energy experiences with hands-on implementation and proven frameworks designed for immediate application.
Monroy’s programmes are delivered through OnlyDo Events and one-on-one advisory engagements tailored to each client’s specific challenges.
Andres Monroy Urrego
Andres Monroy Urrego
+44 7729 290884
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Topic / World & Regional, Topic / Business & Economy, Topic / Culture, Society & Lifestyle, Topic / International Organizations, Topic / Media, Advertising & PR, Country / United Arab Emirates, Country / United Kingdom
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