Thankyou for being here!
I am Andrew Bunting – Cornishman in Munich, father of one.
Three threads of my life come together in Deltago. Here’s a brief resumé:
Sport teaches results orientation, resilience, self-awareness.
My earliest competitive experiences were playing chess at primary school, and swimming as a teenager reaching regional championship level in both, learning what it takes to be successful in an achievement oriented activity.
I took up triathlon in the 80s, but couldn’t fulfill my ambitions on the bike or running. I learned to ski when I moved to Munich and it became accessible. took up mountain biking
Business tought me how to get stuff done.
I studied Electronic Systems Engineering and learnt about systems and systemic approach to understanding situations, and also about many signal processing principles that influence my thinking around how energy flows in a complex system.
After graduating I began my career at Intel Corporation in the era of Andy Grove – a leading management thinker – and began my business learnings and basics of how to be productive and successful in a highly dynamic environment.
After 17 years in international high tech, it was time for something new.
I left my job through voluntary redundancy in 2007, renovated a house and set up a catering business (with innovative online ordering and delivery tracking) exiting in 2010.
Wellness is most important when you haven’t got it.
In 2011 I realised I was ill – potentially a result of burn out – and went into a period of convalescence coinciding with the birth of my son. From barely being able to walk, I chose a triathlon event to stretch myself back to fitness in 6 months. This episode contributed to the decision to be the stay at home parent.
I founded Deltago in 2014 and began my journey as a coach with a focus on business skills and wellness.
Deltago is a made up name from delta, meaning difference or change, and ágō (Greek ᾰ̓́γω) – leadership.
My experience of change in organisations was that most initiatives very much focused on the business outcome, and not the people outcome, and I often felt that large change initiatives would be more effective if there were more consequential approaches to having the complete team on board with the change.
Over time I have developed my thinking to focus on what individuals need for full engagement, and what leaders need to do to provide the best working and growth environment for their teams however the concepts that gave basis to early ideas remained core principles:
- change is an opportunity – it’s life!
- we are all capable of more than we give ourselves credit for
- our success is dependent on how we manage our energy
- energy management begins with self awareness
All of my programmes today are designed with some aspect of that in mind. The rest is up to you: what change do you need?