Daniel Corsen

Reshapers

Specialist in Reshaping Businesses
Culture Change Advisor
Human Capital Develpment Consultant
Communication and Branding Expert

Chief Reshaper

Barrett Values Centre

As a CTT Certified Consultant, I use the tools and resources from Barrett Values Centre® to support my clients in their personal, leadership and cultural transformation. The tools define an actionable road map that becomes an integral part of a leader's personal development plan and business strategy.

The tools have been used to measure the values of over 6,000 organisations and 3,000 leaders in 90 countries. They help foster the transformation of corporations, NGOs, government and municipal agencies, communities, schools, and nations. The CTT values assessment instruments are available in over 50 languages.

I believe that organisations, teams, schools, nations, and communities function better when leaders are focused on building values-driven cultures that benefit people and society. I believe that when you measure your culture, you can manage it.

CTT Certified Consultant

University of Curaçao Dr. Moises da Costa Gomez (UoC)

Lecturer of Financial Management, Corporate Finance, Strategic Analysis and HR

Lecturer

KORPODEKO

Interim HR Manager

Aqualectra Utility - Curacao Water and Power

Interim Manager HR & General Affairs

Desaroyo di Hubentut

Chairman National Platform on Youth Development

The Galan Group

Consultant

Vereniging van waterbedriven in Nederland (Vewin)

European Affairs

Commissie Uitvoering Sportprojecten - Ministry of Educatiton, Sports and Culture N.A.

Project Manager

Chief Reshaper @ Reshapers | Facilitator | Culture Change Advisor | People Development

Empowering individuals, teams, and businesses to reach their full potential. 

As the Founder of Reshapers, I am a coach and facilitator dedicated to helping people unleash their skill sets, discover their life purpose, and take their businesses to the next level.

With over 12 years of experience in leadership, personal growth, and business development, I am passionate about empowering others to achieve their goals and reach their full potential.

Join me on my journey to becoming the best version of ourselves! Let's learn, grow, and succeed together 💬. Follow me for tips, insights, and strategies to become a better leader, live a more fulfilling life, and achieve greatness.

I moderated a tourism investment panel last week at the Curaçao International Investment Summit.

Five people. 

An investor who's been building here for 20 years. A CEO representing 250+ members of the tourism sector. A fintech running operations data across 30 Caribbean islands and countries. A business intelligence expert leading with insights at the Tourist Board. A government director coordinating major projects.

The initial plan was simple: pitch opportunities, showcase returns, get investors excited.

Something else happened.

Last year, government and private sector aligned on seven priorities for sustainable tourism. They passed them as resolutions at our National Tourism Conference.

That alignment changed the conversation.

One panelist said it clearly: "We have room to grow. The data proves it. But the question is how we grow, not just if we grow."

We started asking different questions.

What type of investor do we actually want? How do we measure carrying capacity? What does social impact look like? How do we develop our workforce while growing? What benefits the community?

This is what systems change looks like.

You're not stopping growth. You're not choosing between development and preservation. You're changing what counts as success.

Is it perfect? No. Are there tensions? Yes. Some still push volume over value. Some want quick returns over patient capital.

But the question changed.

And when the question changes, behavior follows.

I've watched plenty of strategic plans sound beautiful and change nothing.

What changes things is when practitioners, policymakers, and data experts start using the same frame. When five different people answer "what does success look like?" and their answers fit together.

We're not there yet. But we're asking better questions.

Better questions build better systems.

What questions is your team asking right now?

📸: Jay Hemrajani/ Aisvarya Productions
Sepp Koster Christine Campagnard Anuschka M. Cova

Chief Reshaper @ Reshapers | Facilitator | Culture Change Advisor | People Development | Chair at World Scouting

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And with that...Regional Scout Conference season comes to an end.

Four conferences in five months. Vienna. Kaohsiung. Willemstad. Abu Dhabi. I followed our Africa conference from afar and was moved by what colleagues achieved in Antananarivo.

Each gathering asked the same question in different ways. How do we bring Scouting to more young people everywhere? And how do we shape its future?

The answers are starting to change.

In Africa, NSOs elected their youngest-ever Regional Committee. Four members under 30. They passed a landmark resolution to recognise non-formal education through Scouting.

In Interamerica, a historic 60% female majority now leads the region. NSOs committed to measuring impact against the UN Sustainable Development Goals.

In Asia-Pacific, safeguarding moved from principle to prerequisite. The region set a target of 30% youth representation in decision-making bodies.

In Europe, NSOs embedded peace education into Youth Programmes and strengthened the partnership between Scouts and Guides.

In the Arab region, NSOs launched a comprehensive governance review and committed to flexible volunteering and humanitarian action.

These are not small shifts.

They tell us something about what kind of Movement we are becoming. One where young people do not wait for permission to lead. Where women take their rightful place in governance. Where protecting our members is non-negotiable.

But the moments that stayed with me were not the votes or the resolutions.

They were the hallway conversations. A volunteer from a small NSO asking how to keep going with almost no resources. A young leader challenging us to close the gap between what we say and what we do. Two delegations who had never met, exchanging ideas that could change how both of them work.

That is where strategy comes alive.

Our Strategy for Scouting is now fully aligned across all five regions. Each region has adopted triennial plans that connect to our shared direction. We are rowing in the same direction.

Sixty million Scouts. Five million volunteers. One strategy.

Thank you to my fellow World Scout Committee members, the World Scout Bureau team, and every host country that opened their doors.

We have a strategy and a plan. The question is no longer what we want.

It is whether we will seize this moment of unity. We have the strategy. We have the alignment. Now we need the discipline to follow through and the humility to learn as we go.

I left these conferences believing we can figure it out together.

Now we get to work.

Photo credits: © World Scout Bureau Inc. / Marius Igl/ Edwin Lam / Gianaro Jennie / Karim Tiestoo

The other day, I was working with new people managers at a financial institution.

One manager was practicing a coaching conversation. She jumped straight to the issue. What's not working. What needs to change.

I leaned in and nudged her. "Ask them how they're doing first."

She looked confused. "What do you mean?"

"Just ask. How are you doing? As a person. Not about the task. Then pause. Count to seven. Let them actually answer."

The room went quiet. You could see it clicking for everyone.

This is the part most new managers miss. They want to be professional. Get to the point. Show they're capable. So they go straight to business.

But you can't have open conversations about performance with someone you don't actually know.

Later in the training, we used the Emotional Card Deck. People chose cards for how they need to feel as leaders. Then, they chose cards for how their team members need to feel to do good work.

One manager realized her team needs to feel safe admitting mistakes. But she'd never created that space. She was always jumping to solutions.

You can't solve performance issues with a plan alone. You need trust first. Managers who build relationships before they try to fix performance get different results.

What would change in your team if you started every conversation with "How are you doing?" and waited seven seconds for the real answer?

A guy walked into the room, looked around at the flip charts and markers, and asked: "Why are we doing this when ChatGPT could do it for us?"

The room paused. Some nodded. Fair question. I grinned.

This newly formed federation had hired me to help them define their purpose, mission, vision, and values. And yes, ChatGPT could draft those in seconds.

But here's what we did instead.

I asked everyone to reflect on why they do this work. Why they chose this path. The room was silent. Not awkward silence. Sacred silence. People turned inward, then slowly began sharing.

One person spoke about personal loss that drove them here. Another about their own struggles. Someone else about witnessing their community's needs firsthand.

As each person shared, others leaned forward. Nodded. Made eye contact. Found pieces of themselves in each story.

The common thread emerged naturally: They all wanted to build something bigger than themselves. To develop human capability. To serve their communities.

Later, they created vision boards with magazines. Cutting, pasting, walking between groups to see what others were creating. Laughing when someone "stole" the perfect image. Building on each other's ideas with scissors and glue.

The energy shifted from skepticism to possibility.

ChatGPT could have given them perfectly crafted statements in minutes.

Instead, they spent hours finding their own words through tears, laughter, and debate. They left with more than a document. They left bonded, energized, ready to build together.

The right words matter less than the journey to find them.

That skeptical board member? He became one of the most engaged participants by the end.

University of the West of England

A diverse staff community of over 4,300 staff and nearly 40,000 students. The largest provider of higher education in the South West with operations locally and internationally.

Chief People Officer

National Fire Chiefs Council (NFCC)

NFCC is an independent membership association and the professional voice of UK fire and rescue services. We support fire and rescue services and members in transforming their role and improving their services to meet changing demands and resources for the benefit of society.

Trustee / Non-Executive Director

Society of Leadership Fellows

A network of 250 leaders from across all sectors, supported to develop through conversations and shared learning.

Leadership Fellow

Avon and Somerset Police

Senior leader managing a c. £30m budget and over 400 staff, privileged to lead transformative initiatives, aligning people strategies with organisational goals, delivering impactful change across HR, talent management, organisational development, and culture.

Strategic People Leadership
•	Developed and implemented a forward-thinking People Strategy, modernising talent acquisition, e-recruitment, workforce planning, people analytics, and wellbeing programmes, enhancing organisational effectiveness and employee experience.

Diversity, Equity, and Inclusion (DEI)
•	Achieved National Equality Standard accreditation—the first UK police service to do so—and earned Stonewall Top 100 Employer status in 2022.
•	Delivered cultural intelligence training to 2,500+ staff, fostering inclusivity and trust.
•	Recognised with awards including the CIPD People Management Award (2020) and ENEI’s neurodiversity leadership accolade.

Leadership and Workforce Development
•	Established a Leadership Academy integrating digital tools with face-to-face learning, and boosting workforce skills.
• Introduced new entry pathways for police officers, streamlining recruitment and expanding development opportunities.

Recruitment and Representation
•	Led a recruitment drive onboarding 1,300+ new officers, achieving a 15% increase in female representation and improved diversity among global majority groups.

Cultural and Organisational Development
•	Drove cultural transformation, increasing employee engagement by 20% in three years, surpassing sector benchmarks. Inclusivity scores rose to 83% in surveys.

Change Management and Innovation
•	Oversaw major transformation projects, including new ERP system.

Awards and Recognition
•	Honoured with the Stepping Up Award for Outstanding Contribution to Diversity and hosted the UK’s first national LGBTQ+ conference.

Chief Officer - People and Organisational Development

Chief People Officer working towards an outstanding police force, leading on the development and delivery of the people and organisational development strategy. Responsible for HR (recruitment, advisory, workforce planning, payroll etc.), legal services department, a large learning/training department and regional firearms training collaboration, organisational development programmes, occupational health unit and health and safety.

Avon and Somerset Police serves and protects a significant proportion of the West of England; a diverse and complex community including the City of Bristol and its urban fringes as well as more rural and isolated communities. With a high-calibre workforce of +6000 police officers, professional support staff and volunteers, the organisation is well-regarded, innovative and efficient.

Acting Chief Officer - People and Organisational Development

Senior leader during a period of significant organisational change, I managed directorate operations, oversaw departmental heads, and shaped strategic plans while deputising for the Chief Officer.

Strategic Leadership & Transformation
•	Co-authored and secured approval for a transformative People Strategy, aligning HR, Learning, and OD initiatives with organisational goals.
•	Modernised HR and OD services, delivering operational efficiencies, cost savings, and investments in recruitment and learning technologies.

Recruitment & Workforce Development
•	Scaled police officer recruitment from 70 to 360 annually, alongside increased recruitment for other roles.
•	Commissioned a partner Higher Education Institution and implemented the Police Constable Degree Apprenticeship, ensuring compliance and success.

Inclusion & Diversity Leadership
•	Launched a comprehensive inclusion strategy with five innovative initiatives, accelerating diversity across all protected groups and earning external recognition.

Employee Engagement
•	Delivered a sector-leading People Survey, achieving a 24% improvement in morale and a happiness rating of ~80%.

Operational Excellence
•	Secured the first-ever firearms training licence for the Tri-Force Firearms Training Centre and reformed Occupational Health Services to enhance employee wellbeing.

Strategic Framework & Workforce Planning
•	Shaped the organisation’s mission, vision, and values and implemented a workforce plan, improving data quality, planning processes, governance and agility. 

Employer Branding & Public Engagement
•	Revitalised Employer Value Proposition, positioning organisation as a modern, inclusive employer of choice, boosting external perceptions.
•	Delivered thought leadership on workforce development at the UK Workforce Development Trust Annual Conference.

Deputy Director - People and Organisational Development

Directed complex, large-scale internal and interagency change programmes and initiatives.
Accustomed to managing 7/8 figure budgets and achieving multi-£m cost savings.
Led large, high-performing teams across multiple sites with diverse skills and specialisms.
Instrumental in developing strategic plans, key policies and relationships.

Head of Strategy and Transformation

Head of Department responsible for leading functions including: change management, business intelligence, performance management and continuous improvement, assurance, regulatory inspection and audit and data compliance/governance, corporate strategy and planning, digital services, organisational learning, academic engagement and research.
- Achieved ‘outstanding’ HMI rating for service improvement, demand management and efficiency, reshaping and galvanising a +150-staff multidisciplinary department and new PMO function.
- Spearheaded award-winning digital and analytics innovations, revolutionising ways of working and culture, securing major cost savings, multi-£m external investments and new collaborations
- Professional head of service for performance management and business intelligence; strategic digital services; change management; corporate risk assurance, audit, compliance and inspection functions.

Head of Strategic Service Improvement

High profile role, working with senior stakeholders to develop and continuously improve the strategic plans. Led the organisation-wide strategy and planning processes; analysed options and produced and assessed business cases; ensured responsiveness to internal and external trends and research; produced corporate plan and strategy documents; monitored and reported on progress; and, coached others to build strategic planning capability.  Integrated corporate risk management and assurance functions across all operations and established a leading-edge organisational learning capability whilst enhancing relations with academic institutions.  Close partnership working with Finance, HR and Corporate Communications.  
- Appointed to lead comprehensive review of organisational learning and reforms following high-profile case. Risks substantially mitigated and work praised by key stakeholders and independent body.
- Reformed continuous improvement and risk assurance frameworks embedding best practices and winning the trust and confidence chief officers, the commissioner, independent audit committee and inspectorate.

Head of Strategy and Planning

The Scouts

• Led strategic development of international relationships for The Scout Association, including Branches, British Scouting Overseas, and other National Scout Organisations.
• Managed contingent leaders for large international events and supported youth programme team with global opportunities.
• Advised the Board on international matters and developed plans to meet long-term vision and objectives in this area.

International Commissioner

Responsible for providing strategic direction, leading and managing the charity which involves over 15,000 people. This includes ensuring that it provides high quality, safe and educational experiences for young people, developing and growing the provision, promoting and maintaining the policies of the Association and proactively managing volunteers. Scouting is the largest co-educational youth charity in Avon and in the UK.
- c. 12% growth in membership in 3 years
- £ Investment in development tripled annually
- Governance reformed with high calibre trustees recruited externally
- 5 year financial and operational planning, rolling annual planning cycle and aligned performance reporting introduced 
- Website, social media, print communications and ICT overhauled 
- Major new funding and partnerships and innovative development projects delivered
- Fee model restructured
- Largest contingent secured to quadrennial global event in Japan and highest level of financial support provided to participants 
- More inclusive and balanced management team developed
- Access and inclusion fund launched
- Provision of activities and services improved and extended
- High profile ambassadors recruited and used to promote our work

County Commissioner

Skills for Health

As a senior manager at Skills for Health (The UK Sector Skills Council for Health), Dan was a trusted adviser to the Chief Executive, the Board and Senior Management Team responsible for ensuring the highest standards of corporate governance were met and efficient corporate services delivered across a complex business in a high profile, politically dynamic and demanding environment during time of substantial change and development. 

A substantial proportion of his work involved engaging with health sector Chief Executives and Non-Executive Directors from senior roles in the business world, so he is accustomed to high levels of accountability. As well as managing our corporate governance arrangements for the organisation and its subsidiary, risk management, information governance and internal audit functions, strategic and operational planning processes, performance reporting to major sponsors including government departments, and facilities management, he also delivered designated consultancy assignments on workforce and organisational development for clients. 

- Managed corporate governance for the group of companies taking it from public sector body to charity
with trading in the UK and abroad including National Skills Academy
- Principal adviser to Board, Council, and SLT, managing governance, planning, risk management, facilities,
corporate support services and running national health sector conference for +100 CEOs/Directors.
- Secured commissions and led consultancy assignments praised by clients for realising change and savings

Lead Manager Corporate Governance

Devised and managed delivery of a significant marketing and communications programme within health and related sectors, which achieved the strategy and exceeded targets to increase SfH’s profile and significantly improve internal communications. Refreshed and re-launched the organisation’s brand and visual identity. Led a major project to redesign and re-launch our online presence. Introduced an internal communications strategy, new web 2.0 interactive extranet and monthly internal newsletter. Led a project on Public, Patient and Service User Involvement. Established the annual market research programme, informing product and service development and target setting. Project managed several cross-sector projects.

Marketing and Communications Manager

The Scout Association

Member of the Board (key relationships with the CEO, Directors and senior managers) in a key governance and strategic role accountable for ensuring and supporting the growth and development of the organisation’s 510,000 members. 
- played a lead role in establishing for the Board a more joined-up process to the organisation's cyclical strategic planning with establishment of objectives and performance monitoring and involved in reforming the charity’s governance, resulting in greater alignment, focus, coherence and stakeholder engagement, linked to historic membership growth (fastest rate for 23yrs; 2006/7: 365k and 2009/10: 499k) and rapidly increasing gender, ethnic and faith diversity, growing public profile, income and influence. 
- instigated a review of the 'fundamentals' resulting in historic changes to our membership policy 
- initiated leadership and management standards to underpin development of practical actions to support our strategic development in this area
- played a lead role in establishing our diversity and inclusion framework
- strengthened and broadened the diversity of gender, age and internal/external membership of the Operations Committee 
- an influential leader in the organisation nationally and internationally
- introduced a senior non-exec steering Board to support strategic development of our National Activities Centres 
Voluntary 
- Trustee of the Charity

Board member/Chair of Operations

The British Youth Council

I was Chairman of the Board of Directors/Trustees, leading it through significant and rapid transformation, income and membership growth, including considerably raised profile with UK-wide and international programmes, campaigns, events and partnerships. Spokesperson to the national media with interviews on BBC News, GMTV, Channel 4 Dispatches, Sky News, across national radio and print, resulting in BYC’s best year of coverage since 1948.

Established after the Second World War by the Prime Minister and Foreign Secretary, British Youth Council has now become "the voice of young people in the UK." The organisation acquired the UK Youth Parliament, is the only external body with the right to host debates in the House of Commons chamber and regularly represents over 600 members organisations to Cabinet ministers and international agencies.

Chairman of the Board of Trustees/Directors

An award-winning Chief People Officer and senior executive with a track record of leading transformation, performance improvement, and cultural change in large, complex, and high-profile organisations across education, healthcare, emergency services, and the charitable sector—both in the UK and internationally.

Recognised for ethical and inclusive leadership, I am driven by a commitment to innovation, systemic improvement, and delivering lasting impact. I thrive in  environments that demand courage, agility, and a data-informed approach to decision-making.

Areas of Expertise:
	•	People, Culture & Organisational Development – Building high-performance, values-led cultures.
	•	Transformation & Change Leadership – Driving large-scale, complex change with measurable impact.
	•	Strategic Leadership & Board Advisory – Trusted counsel to senior executives and boards.
	•	Performance & Service Improvement – Embedding excellence, accountability, and continuous learning.
	•	Stakeholder & Partnership Management – Leading multi-national, cross-functional teams and collaborating across public, private, and third-sector organisations.

Experienced in navigating complex governance, funding, and operational challenges, I bring a collaborative, strategic, and results-driven approach to leadership. 

Whether working alongside researchers, healthcare professionals, scientists, policymakers, or business leaders, I  create alignment, engagement, and long-term success.

I am drawn to roles that require vision, resilience, and the ability to drive meaningful change at scale.


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