Michael Leggett
Michael Leggett
About
Detail
CEO & Principal Consultant at Levantto Consulting
Willemstad, Curaçao, Curaçao
I advise boards, chief executives, and leadership teams on the strategic and organizational decisions that determine whether growth holds — in financial services and credit unions, hospitality, and multinational enterprises across the Caribbean, Latin America, and North America.
Most leadership teams I work with are not short of intelligence or intent. What is genuinely hard right now is knowing what a sound strategy even looks like when the ground keeps moving: when AI is reshaping cost structures, workforce composition, and customer expectation faster than most planning cycles can absorb, and when the answer is neither to wait it out nor to adopt indiscriminately. Getting that judgement right, and then building an organization capable of acting on it, is the work.
Change management used to describe a phase with a beginning and an end. That framing has quietly expired. The organizations that will move to the vanguard over the next decade are the ones treating the capacity to keep changing — leadership depth, decision rights, internal coherence, cultural readiness — as a permanent competence rather than a periodic programme. This sits at the centre of my work, and it is inseparable from how an organization approaches AI. The constraint is almost never the technology. It is whether the institution is built to absorb what the technology makes possible.
Two decades, four continents. Growth and transformation advisory with banks and credit unions; market entry and operational scale with hospitality and multinational groups; culture transformation across organizations of 60,000+ people. Five ventures founded and carried through to exit. An MSc in transformative learning and leadership development underneath all of it — which matters chiefly because it means the human side of this work is disciplined rather than intuitive.
I also work directly with senior executives, individually and as teams. In practice the two are rarely separable: organizational architecture that outpaces the leadership capacity to hold it is never sustained and doesn't survive the contact with the first real pressure.
If you are weighing a decision that will shape the next several years of your organization — expansion, restructuring, succession, or an AI strategy that has to amount to more than procurement — that is the conversation I am useful in.
mike@levantto.com · levantto.com · Curaçao · Caribbean · Miami / North America · LatAm · Global
Most leadership teams I work with are not short of intelligence or intent. What is genuinely hard right now is knowing what a sound strategy even looks like when the ground keeps moving: when AI is reshaping cost structures, workforce composition, and customer expectation faster than most planning cycles can absorb, and when the answer is neither to wait it out nor to adopt indiscriminately. Getting that judgement right, and then building an organization capable of acting on it, is the work.
Change management used to describe a phase with a beginning and an end. That framing has quietly expired. The organizations that will move to the vanguard over the next decade are the ones treating the capacity to keep changing — leadership depth, decision rights, internal coherence, cultural readiness — as a permanent competence rather than a periodic programme. This sits at the centre of my work, and it is inseparable from how an organization approaches AI. The constraint is almost never the technology. It is whether the institution is built to absorb what the technology makes possible.
Two decades, four continents. Growth and transformation advisory with banks and credit unions; market entry and operational scale with hospitality and multinational groups; culture transformation across organizations of 60,000+ people. Five ventures founded and carried through to exit. An MSc in transformative learning and leadership development underneath all of it — which matters chiefly because it means the human side of this work is disciplined rather than intuitive.
I also work directly with senior executives, individually and as teams. In practice the two are rarely separable: organizational architecture that outpaces the leadership capacity to hold it is never sustained and doesn't survive the contact with the first real pressure.
If you are weighing a decision that will shape the next several years of your organization — expansion, restructuring, succession, or an AI strategy that has to amount to more than procurement — that is the conversation I am useful in.
mike@levantto.com · levantto.com · Curaçao · Caribbean · Miami / North America · LatAm · Global
