Faculty of Social Sciences

Sagicor Cave Hill School of Business and Management

Executive Education

High Impact Leadership Programme Miami

Programme Overview

High-impact leaders do not simply guide organisations. They decide where the money goes, what the enterprise will stop doing, which risks it will carry, and what it will look like in five years. That work is judged externally and it is judged on results.

The 2027 High-Impact Leadership Programme is built around that reality. It opens on the leader — identity, purpose, judgement, presence and the personal sustainability of senior office — because everything downstream depends on the quality of the person making the call. It then moves through the four domains where enterprise leadership is actually tested: the allocation of capital, the redesign of the organisation around artificial intelligence, the management of systemic and geopolitical risk, and the leadership of transformation itself.

Participants work throughout on their own organisation. Every applied session produces something they take home: a purpose-to-decision audit, a capital allocation position, an AI governance framework fit for a board pack, a geopolitical exposure map, a transformation roadmap. These consolidate into the Impact Agenda — a single document setting out what the participant will change, by when, and how it will be measured.

The room matters as much as the content. The cohort is capped at eighteen, drawn across sectors and markets, and structured into standing peer consultation groups from Day 1. Participants are expected to bring a real, unresolved enterprise challenge and to have their thinking tested by people with equivalent standing who have no reason to defer to them.

 

Programme Objectives 

This programme will allow you to:

  •  Lead from a purpose that is expressed in resource decisions rather than in statements, and defend it when it is tested.
  •  Exercise judgement at enterprise level with a working awareness of the biases that distort it.
  •  Allocate capital deliberately — deciding what to fund, what to fix, what to exit, and on what evidence.
  •  Construct and deliver an investor, owner and board narrative that withstands challenge.
  •  Assess where artificial intelligence genuinely changes their operating model, and where it does not.
  •  Govern AI deployment at board level, including model risk, assurance, data quality and vendor concentration.
  •  Redesign workforce architecture for an organisation whose entry-level and middle layers are compressing.
  •  Map geopolitical, trade, climate and cyber exposure and translate it into strategic and investment implication.
  •  Lead through an acute crisis with incomplete information and external scrutiny, and manage reputational recovery.
  •  Build change-agile organisations and treat organisational change capacity as a resource to be budgeted.
  •  Govern transformation in partnership with a board and sustain it beyond the point of launch.
  •  Operate from an Impact Agenda with defined commitments, timelines, metrics and accountability.

At a Glance

Course Duration:

June 22 – 25, 2027

Times:

Monday - Friday, 9:00 AM – 4:00 PM AST

Certificate Awarded:

Certificate of Completion

Cost:

US $ 7,200.00

Modality:

In Person

Location: Miami Marriott Dadeland

Registration Deadline:

May 31, 2027

Contact Us Today


Direct Contacts

Renaldo Arthur

renaldo.arthur@uwi.edu

Additional Information

Programme Curriculum

  • The Purpose-Anchored Leader
    •  Leadership Signature — A 360-Degree Debrief Against Enterprise Leadership Behaviours
    •  The Defining Stories that Shape Leadership Identity
    •  Purpose as an Operating Discipline, From Statement to Decision Rule
    •  Executive Presence and the Chief Executive Voice Across Board, Workforce, Investor and Public Settings
    •  Decision Quality, Judgement and Bias at Enterprise Level
    •  Personal Energy, Decision Fatigue and the Sustainability of Senior Office
    •  Building and Using a Senior Peer Network
  •  The Value Architect
    •  The Executive as Chief Capital Allocator
    •  Where Enterprise Value is Actually Created and Where it Leaks
    •  Strategic Portfolio Choice — Invest, Hold, Fix, Exit
    •  Growth Architecture Across Organic Investment, Partnership, Acquisition and the Underused Discipline of Divestment
    •  Pricing, Margin and The Economics of the Business Model
    •  The Investor, Owner and Board Narrative; Return on Strategic Bets and the Measurement Problem
    •  Sustainable Innovation as a Value Pathway Rather than a Compliance Cost
  •  The AI-Native Executive
    •  What AI Changes in an Operating Model and what it Does Not
    •  Agentic Systems and End-To-End Workflow Redesign
    •  Workforce Architecture when the Organisational Pyramid Compresses — Hiring, Progression and the Entry-Level Problem
    •  AI Capital Discipline Across Build, Buy, Partner and Wait
    •  Data as a Governed Asset and the Quality Precondition Nobody Budgets For
    •  AI Governance, Assurance and Board Oversight
    •  Model Risk, Third-Party Dependency and Vendor Concentration
    •  Leading when the Technology Outruns the Policy
    •  Ecosystem and Platform Partnership
  •  The Resilient Strategist
    •  Geopolitical Fragmentation, Trade Regimes, Tariffs and the End of Assumed Market Openness
    •  Supply Chain Concentration, Nearshoring and Operational Resilience
    •  Small-State and Regional Exposure, Including Correspondent Banking, De-Risking, Market Access and the Cost of Capital
    •  Climate Transition and Physical Risk, Adaptation Strategy and Access to Climate Finance
    •  Cyber And Information Risk as a Governance Matter Rather Than a Technical One; Strategic Foresight and Scenario Leadership
    •  Crisis Leadership, Decision-Making Under Acute Pressure and Reputational Recovery
  •  The Architect of Transformation
    •  Systemic Transformation and Change Acceleration
    •  Culture as an Operating System Rather Than a Values Statement
    •  Building Change-Agile Organisations and Treating Change Capacity as a Constrained Resource
    •  The Chief Executive and the Board — Governing Transformation, Working with a Chair, Managing Owner and Stakeholder Pressure
    •  Talent, Succession and Building the Bench
    •  Measuring Transformation Effectiveness and Demonstrating Return
    •  Sustaining Momentum After the Launch, when Attention Moves on

Programme Benefits

  •  A sharper strategic and financial lens. Participants leave able to describe where their organisation creates value, where it leaks, and what they intend to do about both.
  •  Credibility on artificial intelligence. A full day of substantive, practitioner-led work replaces the general fluency that no longer distinguishes a senior leader.
  •  Tested crisis capability. Simulations put participants under real pressure with real observers, which is the only way this capability is built.
  •  A defensible leadership identity. Purpose, values and presence anchored in evidence from a 360-degree assessment rather than in self-description.
  •  A senior peer network with continuing value. Leaders across sectors and markets, working together in standing consultation groups for five days and paired for accountability afterwards.
  •  Something the organisation can see. The Impact Agenda, a hundred-day commitment and a post-programme coaching cycle give the sponsoring organisation a visible return on a substantial investment.

Participant Outputs

Each participant leaves with the following, all built on their own organisation rather than a teaching case:

  1.  A leadership signature drawn from the 360-degree assessment, with named development priorities.
  2.  A purpose-to-decision audit testing stated purpose against real resource decisions.
  3.  A capital allocation position with supporting logic, stated trade-offs and an investor narrative.
  4.  An AI operating-model assessment and a governance framework suitable for a board pack.
  5.  A three-year workforce architecture scenario.
  6.  A geopolitical, climate and cyber exposure map with resilience investment priorities.
  7.  A tested crisis response, debriefed against observed performance in the simulation.
  8.  A transformation roadmap with governance, metrics and accountability points.
  9.  The Impact Agenda, consolidating all of the above into commitments with timelines and measures.
  10.  A hundred-day commitment with a named accountability partner from the cohort.

This programme is designed for:

  • Chief Executives, Managing Directors and Managing Partners with accountability for the whole enterprise or a firm-wide portfolio.
  • C-suite Leaders — chief operating, financial, human resources, information, technology, risk and marketing officers — carrying mission-critical enterprise priorities.
  • Executive Directors and Permanent Secretaries leading statutory bodies, public agencies and regional institutions with enterprise-level mandate.
  • Senior Executives and Vice Presidents accountable for a major business, region or platform, with genuine influence over enterprise strategy and capital.
  • Board Directors and Senior Advisers who need working command of the same material in order to govern and challenge it effectively.

All notification of cancellations, deferrals, and substitutions must be received in writing. Please submit your request via e-mail to schsbmopen@cavehill.uwi.edu

CANCELLATIONS

  • The Sagicor Cave Hill School of Business and Management (SCHSBM) reserves the right to make changes to any printed or online information on short courses, instructors, or course information; or cancel any short course due to under-subscription or circumstances beyond its control.
  • Delegates will be notified at least seven (7) days before the start of any course that must be cancelled.
  • Fees for short courses cancelled by the SCHSBM will be refunded in full.
  • The SCHSBM will not be liable for any loss, damages or other expenses that result from course cancellations.

REFUNDS

Due to the costs incurred for program preparation and administration any cancellations received 30 days or less from the program start date are subject to fees as described below. For programs with a virtual component, the start date will be considered the first day of live learning.

Written notice of cancellation received by SCHSBM Refund
30 days or more before the start of the specific course 100% of course fees.
29 to 15 days before the start of the specific course 50% of course fees.
14 days or less before the start of the specific course No refund