Kenny Wallace
Performance Architecture Rapid Diagnostic Deployments Client Examples @Kenny Wallace Peak Performance Unlocked
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WORK HISTORY
Performance Architecture Rapid Diagnostic Deployments Client Examples @Kenny Wallace Peak Performance Unlocked
Glasgow, GB
Delivered short, high-leverage diagnostic assignments focused on identifying why organisational behaviour, decision-making, and execution diverged from strategic intent, revealing the psychological infrastructure that governs focus and effort. This work involves diagnosing misidentified problems, surfacing real constraints, and rapidly realigning strategy and influence pathways so leaders and teams can act with clarity, precision, and speed under pressure: Autodesk (Birmingham).• Engaged by the Director of Design & Manufacturing, Market & Industry Development.• Supported their newly formed market-intelligence team operating without formal authority.• Team objective was to inform product development, marketing strategy, and organisational direction.• Identified lack of strategic intent as the cause of unfocused conversations and undefined outcomes.• Established a clear, shared strategic frame defining purpose, priorities, and intended outcomes.• Translated that clarity into criteria for who to engage, who to deprioritise, and why.• Enabled the team to define what each stakeholder conversation needed to achieve.• Identified & addressed a mission-critical internal stakeholder with a history of obstructive behaviour.• Observed immediate impact through successful application in live stakeholder communications:Restored clarity of purpose and confidence. Enabled precise, outcome-led stakeholder engagement despite absence of positional power. Shifted influence from broad, unfocused activity to targeted, high-leverage conversations. Created a performance inflection point in a single day, with system-wide impact:This diagnostic intervention replaced months of ineffective stakeholder activity by correcting an upstream strategic absence, and demonstrates how rapid system-level diagnosis and realignment unlock decision quality and execution speed without extended programmes or new initiatives.
EDUCATION
The University of Edinburgh
MSc Performance Psychology | Unconditional Acceptance for Sept 2026
University of Toronto - Rotman School of Management
Behavioural Economics (BE101x)
Glasgow Caledonian University
Computer Aided Engineering BSc
Glasgow Kelvin College
HNc, Civil Engineering
The Open University
Bachelor’s Degree, Psychology, Economics & Business
SKILLS
ABOUT KENNY WALLACE
Every organisation claims it wants excellence or innovation, if not both. Very few understand what these actually require. High performance is not delivered by ambition, motivational language, leadership programmes, the myth of talent or strategy and policy documents.This infrastructure governs how decisions are made, how pressure is managed, and how work actually gets done. When coherent, high performance becomes predictable, resilient, and repeatable. When fragmented, even the most highly motivated individuals, teams, and organisations stall, burn resources, regress, or collapse.Over the last three decades I’ve worked in environments where outcomes have immediate consequences: across public, private, and third-sector organisations, from startups to large enterprises. Education, Engineering, Energy, FMCG, Finance, Life Sciences, Military, Social Care, Sport, and Technology. In every case, the same pattern emerges.Outcomes degrade not because individuals lack potential, but because the underlying system constrains behaviour. When the system is incoherent, effort increases while results deteriorate. These bottlenecks are always visible through three diagnostic lenses:• : Strategy without empowered decision making is theoretical.• : Culture without behavioural mechanisms is aspirational.• : Operational structures without purpose are bureaucratic.I view organisations, whatever their scale or domain, as unified systems in which each component has a specific function and interdependence. From this vantage point, local and systemic bottlenecks stand out immediately. As people form the core of every system, my grounding in performance psychology and behavioural science makes these hidden psychological infrastructures readily visible, and, in turn, reveals how both local and systemic problems can be quickly resolved.To improve my own performance I’m currently pursuing an MSc in Performance Psychology through the University of Edinburgh to sharpen and formalise the behavioural-science foundations of my work.
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