From launching an award-winning consultancy to building a following of over 33,000 professionals on LinkedIn, Mark Green, founder of Change Rebellion, has disrupted the transformation industry through radical honesty and human-centred methodology. Since establishing the consultancy in 2023, Green has challenged conventional change management practices by stripping away over-complication and returning focus to what truly drives successful transformation: people, clarity and common sense. His approach has resonated powerfully with organisations tired of recycled thinking and jargon-heavy frameworks, earning Change Rebellion recognition through industry awards, media features and invitations to lecture at universities.

From launching Change Rebellion in 2023 to securing awards, media features, and university lecturing opportunities, your growth trajectory is impressive. What doors has this rebellious positioning opened for your company, and how are organisations benefiting from your fresh perspective on transformation?

“From day one, our rebellious positioning has been less about being provocative and more about being honest. And that honesty has opened doors we couldn’t have imagined when we launched Change Rebellion in 2023. We’re opening conversations that others perhaps have been too afraid to start about the waste, the cynicism, the outdated thinking, and the real human cost that often sits underneath transformation work.

“What’s happened as a result is that organisations are coming to us because they want something different: clarity instead of jargon, empathy instead of ego, and practical change that actually sticks. Our awards, media features and the opportunity to lecture at universities have all come from that same message, be proud of our industry, challenge it with care, and raise the standard. Being proud of our industry has (hopefully) allowed others to make a difference in their working world, too.

“And that’s the real benefit for organisations, they get a partner willing to say the things that need to be said, to design change around humans rather than processes, and to inject energy, optimism and radical common sense into their transformation efforts. It’s a fresh perspective, but more importantly, it’s an honest one and it’s resonating.”

The perspective gained from overcoming significant personal challenges often translates into powerful business leadership. What principles from your own experience of transformation do executives find most valuable when leading their organisations through uncertain times, and how do you help them find opportunity within challenge?

“The biggest lesson I’ve taken from my own transformation journey is that leadership is fundamentally human. When everything feels uncertain, executives don’t need more complexity, they need connection. And that human connection, paired with clear communication, honesty and empathy, becomes the anchor that people look to when the ground feels like it’s shifting beneath them. What leaders tend to find most valuable is the principle that vulnerability isn’t weakness; it’s direction. When you’re open about what you know, what you don’t know, and what you’re trying to achieve, people don’t disengage, they align. It builds trust, and trust is the currency of change.

“A second principle is the idea that challenge is often where the opportunity hides. When we work with executives, we help them reframe pressure points as moments that can sharpen clarity, What truly matters? What assumptions have been holding us back? What can we simplify? What can we finally let go of?

“And finally, we show them that transformation doesn’t happen by force, it happens through people feeling seen, understood and supported. By strengthening empathy and communication at the leadership level, we help organisations move through uncertainty with confidence rather than fear, and we help leaders unlock the opportunity that exists on the other side of the discomfort.”

You’ve described the moment of deciding to lead a rebellion against industry over-complication as liberating. What opportunities did this bold stance create that conventional positioning might have missed, and how can other entrepreneurs harness courage from their own challenges to drive innovation?

“Deciding to lead a rebellion against industry over-complication was genuinely liberating. It allowed us to pursue, fully and unapologetically, the challenge of the current status quo and the habits that haven’t supported our industry, but have actually hindered it. A conventional positioning would never have opened the same doors, because it would have required us to dilute the very message that makes Change Rebellion necessary.

“By taking a bold stance, we attracted organisations that were tired of the same recycled thinking and were looking for a partner willing to speak truth, simplify complexity and bring humanity back into transformation. It also created opportunities for collaboration, media attention and thought leadership that simply wouldn’t have emerged if we’d played it safe.

“And to other entrepreneurs, I’d say this: your personal challenges often teach you courage you don’t realise you have. Use that. It may be because of my own experiences, but I’ve learned that if you have common sense on your side, if you genuinely care, and if you’re trying to do some good in the world, be fearless. That courage becomes a catalyst for innovation. It frees you to build something honest, meaningful and impactful, rather than something that merely fits the mould.”

Change Rebellion’s guiding principles keep focus squarely on people rather than processes. What outcomes have you observed when organisations shift their lens from technical frameworks to human experience, and how does this approach accelerate successful transformation?

“At Change Rebellion, we’ve always believed that when you shift the lens from technical frameworks to human experience, everything changes, literally. The moment organisations prioritise people, they start to see resistance soften, clarity increase and momentum build in ways that no process map or methodology could ever achieve on its own.

“A human connection means, without any shadow of a doubt, change will be more successful. We don’t guarantee 100% success, no one can honestly do that, but we can guarantee that the change will land easier, faster and far less painfully when you genuinely focus on the humans who need to live it.

“What we’ve observed is that teams become more engaged, leaders communicate with more honesty, and the organisation develops a far deeper understanding of what people actually need in order to move forward confidently. And that’s where acceleration happens, not through forcing adoption, but through creating environments where people feel supported, respected and part of the journey. When you build transformation around human experience, you don’t just implement change; you earn commitment. That’s the real accelerator, and it’s why our guiding principles will always start with people, not processes.”

The rapid adoption of your philosophy suggests that many professionals were seeking an alternative to traditional change management. What latent demand did you tap into, and how are pioneering organisations leveraging your people-first methodology to achieve competitive advantage?

“The speed at which our philosophy has been adopted tells us something important, people were crying out for an alternative to traditional change management long before we arrived. Change has been overcomplicated over the years, layer upon layer of models, frameworks, maturity grids, and large consultancies body-shopping people into “change roles” without always grounding the work in reality.

“What we tapped into was the simple truth that many had forgotten the basics. They’d forgotten the foundations of change, to stop, to pause, and to ask, “Are we actually doing this right?” Professionals were desperate for a reset, something more human, more practical, and more connected to real organisational life.

“Pioneering organisations are now leveraging a people-first methodology to create genuine competitive advantage. By focusing on clarity, empathy and honest communication rather than over-engineering the process, they’re seeing faster adoption, less resistance and stronger engagement across their teams. They’re learning that when you strip back the noise and rebuild change on solid human foundations, transformation doesn’t just work better, it becomes a differentiator. In a world of unnecessary complexity, the organisations that win are the ones willing to get back to what really matters, people, purpose and common sense.”

Building a following of over 33,000 professionals on LinkedIn within two years signals that your message strikes a powerful chord. What strategies did you employ to grow your platform so rapidly, and how has this digital presence translated into tangible opportunities for Change Rebellion?

“Growing a following of over 33,000 professionals on LinkedIn in just two years has been both humbling and incredibly validating. There was no secret formula, just consistency, honesty and a genuine desire to connect. I’ve worked hard to link in with as many people as possible, as well as improve natural growth by writing things that (hopefully) have the three key ingredients: informative, will resonate and humorous. That mix seems to cut through the noise and remind people that talking about change doesn’t have to feel dry or corporate.

“In terms of tangible outcomes, the impact has been huge. The best part is that we’ve always been in conversations, win, lose or draw, ALWAYS. And that’s down entirely to our social media presence, nothing more. It has opened doors to clients, partnerships, media opportunities and invitations to speak or teach, all because people already feel connected to our philosophy before we even meet. Digital presence didn’t just amplify our message; it placed us in the rooms we needed to be in. And that has been transformative for Change Rebellion.”

Your LinkedIn content combines industry critique with humour, creating a distinctive voice that stands out in the business space. How did you develop this authentic communication style, and what role does thought leadership play in attracting organisations that are ready for transformation?

“My communication style really comes from how I grew up. Humour has always been part of my life, my go-to way of connecting with people. My wife may say it’s occasionally inappropriate, but it’s very natural for me. I don’t think I’m funny all the time, but I’ve always been influenced by the funny, and it’s shaped how I see and express things.

“So when I started Change Rebellion, I wanted to bring myself into it. Humour was always going to be part of that. And when you’re building a human-centred organisation, why wouldn’t you want to engage people with humour and positivity? It makes difficult topics easier to digest, opens people up to new perspectives and removes some of the fear that often sits around transformation.

“Thought leadership, for us, isn’t about sounding clever, it is about sounding real. By mixing critique with humour, we attract organisations that are tired of corporate jargon and ready for a more honest, grounded approach to change. The right organisations recognise themselves in the content, and they come to us because they feel seen, challenged and energised all at once. That’s the power of authenticity, it brings the right people into the conversation long before the first meeting ever happens.”

How do you leverage platforms including podcasts, media features, and university lectures to amplify your message, and what lessons can other entrepreneurs learn about building credibility through authentic storytelling?

“I use platforms like podcasts, media features and university lectures with one simple intention: to show that I’m human. Normal. Just someone genuinely trying to make a positive difference in the business world for an industry I love. When people see that, the message lands differently, it becomes more relatable, more honest and far more memorable than any polished corporate narrative.

“These platforms allow me to amplify the core principles behind Change Rebellion in ways that feel conversational and real. Whether I’m talking to students, business leaders or podcast listeners, I focus on sharing stories, experiences, mistakes and the lessons that shaped our approach. Authentic storytelling builds credibility because people can sense when something comes from lived experience rather than theory.

“For other entrepreneurs, the key lesson is this: credibility isn’t built by looking perfect; it’s built by being consistent, open and human. When you share your truth, why you care, what you’ve learned, where you’ve stumbled, you create trust. And trust is what turns listeners into followers, followers into advocates and advocates into clients.”

How will Change Rebellion continue pioneering new pathways for successful transformation, and what innovations are you developing to ensure organisations can navigate the evolving challenges of change management?

“Change Rebellion will continue pioneering new pathways by staying grounded in the one thing that never goes out of date: people. We’re in a very different age now, and change itself is changing, particularly with the introduction of AI. But it’s changing in a great way, because organisations are realising, more than ever, the importance of people. Technology is accelerating, but the human experience is becoming the real differentiator.

“Our innovations are focused on this intersection: how to support organisations in navigating rapid, tech-driven change without losing sight of empathy, clarity and connection. We’re developing new tools, methods and learning experiences that help leaders understand not just what is changing, but how people feel about it and how to guide them through uncertainty with confidence.

“We’re also exploring ways to simplify the noise around emerging technologies so organisations can adopt them without panic, overwhelm or over-engineering. Our goal is to make transformation more human, more intuitive and far less painful. In short, we’ll keep challenging outdated habits, amplifying common sense and helping organisations embrace a future where people and technology evolve together, not in opposition.”