About Crack On
Crack On helps managers lead people, decisions and standards with more confidence when the pressure is real.
Jon Saunders
Founder of Crack On Leadership.
Why Crack On exists
Jon Saunders developed through operational management, General Manager roles, business ownership and leadership development. That experience shaped a simple belief: management development should make sense when the pressure is on—not only in a training room.
Crack On turns that belief into a repeatable method: identify the leadership gap, practise a stronger response, apply it in live situations and review what changes.
The work in practice
The aim is not to make a manager sound more like a leader. It is to help them handle the next difficult conversation, decision or standard with more clarity.
The people behind the programme
Crack On combines operational experience, practical facilitation and focused coaching to help managers use what they learn when the pressure is real. Quality stays consistent through employer-agreed priorities, a shared programme structure, workplace application, sponsor involvement and evidence review.
Founder
Operational leadership and practical facilitation
Jon brings operational management, General Manager and business-ownership experience to Crack On. He keeps development close to the conversations, standards and decisions managers are expected to lead when the pressure is real.
Coach & Facilitator
Useful conversations and people connection
Georgina brings a coach-led, practical approach to helping people think clearly, communicate well and reconnect with what matters in their work. Her contribution keeps learning human, focused and usable.
Executive Coach & Facilitator
Clearer thinking and everyday leadership
Matt brings a focused coaching lens to the moments when managers need to step back, think better and lead with more intention. The emphasis is on clearer decisions, honest accountability and confident application at work.
How quality is protected
The work is held together by an employer-agreed priority, a consistent programme structure, workplace application, sponsor involvement and honest evidence review.
01
Listen to the operational pressure before recommending a solution.
02
Stay connected to the employer’s priority through application and review.
03
Promise clearly, distinguish evidence from aspiration and measure honestly.
Start with what is happening in the operation, what managers are finding difficult and what needs to change.