Why We Are Different​

A Boutique Consultancy with Global Reach​ and Deep Intelligence

Why We Are Different

A Boutique Consultancy with Global Reach

Leve Global is a boutique in every aspect.  We are a small, agile, out-of-the box, innovative, caring, boutique outfit, with global reach, deep intelligence and multi-faceted capabilities.

Providing Innovative Solutions to Unique Problems

At Leve Global, nothing is ‘same old’. And one size does not fit all.  From the invention of ‘Responsible Tourism’ for the new South Africa and the ‘Tourism Begins at Home Programme’ that sparked the turnaround of the Bahamas tourism Industry; to the development of the River Gambia Value Chain to drive their export competitiveness, we facilitate innovation and ownership.

Elevating Lives through Sustainable Development

At Leve Global, we care. We transfers knowledge, act responsibly and deliver results for our clients and ultimate beneficiaries, elevating their lives, through sustainable development.

Why Choose Leve Global?

We Understand

  • Leve Global understands the tremendous benefit and value that travel and tourism could bring to the local T&T economy. Leve Global has developed plans and policies in many developing and fledgling tourism destinations and we have seen the positive impact that good planning and governance can have on performance. South Africa is an excellent example. Leve Global developed the Responsible Tourism Policy for South Africa in 1996.  We predicted annual growth of 4%.  To date, South Africa’s tourism industry has been growing by an average of 8% per annum.
  • Leve Global understands ‘what it takes’ (the critical success factors) for a Ministry to Tourism to lead and facilitate the development of a sustainable and responsible tourism industry. Leve Global brings ‘best practice’ experiences and examples for successful destinations around the world.
  • Leve Global also understands the key trends that are driving the travel and tourism industry. These trends will ultimately determine where tourism in Trinidad and Tobago needs to be heading. And as the captain of the ship, the Ministry of tourism will need to be adequately equipped to successfully steer the industry to competitiveness in the future.

We Listen

  • Leve Global brings an objective view to this assignment. Having done business in many countries around the globe, Leve Global can bring a level of objectivity that may not be found elsewhere.
  • We listen to the needs of our clients and conduct our work to meet their needs. It is our prerogative that the client must not only own the Plan, but the process as well. Our unique workshop facilitation techniques and expert interview methods allow us to listen objectively and equally to ALL stakeholders and have their views heard.

We Deliver

At Leve Global, we are not just about completing an assignment, but integrally concerned about the impact it will have on the sustainability and competitiveness of the client’s organization.  In this regard, we are flexible and are prepared to respond to any new concerns that may emerge during the course of the assignment.  On assignment in the Bahamas, for example, a diagnostic analysis of the sector was undertaken in preparation for funding by an international agency. It was discovered that Cuba was a potential threat and a major concern to the industry and policy makers alike.  Leve Global responded by visiting Cuba and undertaking a competitive analysis of Cuba’s tourism industry and identified clear policies, strategies and competitive responses for the government of the Bahamas.  This exercise was undertaken at no additional cost and with no delay in delivery time.

We are Capable

Leve Global has the capability and skill-set to develop and deliver innovative approaches to economic and sector development.  

To every problem, to every crisis, we provide our clients with innovative solutions.  When, for example, the Grand Bahama Island was suffering from ‘tourism fatigue’ (workers tired of smiling), we did not recommend smile training.  Rather, working closely with the industry, to launch the first ever “tourism begins at home” programme – an initiative that provided employees with their first opportunity to be tourists in their own island.  Under this Grand Bahama Island 2000 programme, the private sector banded together to provide 12,000 opportunities for the industry’s 5,000 employees to be a tourist on their own island – to stay at hotels, play golf, learn to dive, dine at restaurants, take island tours, and do the things that tourists do.  This small programme, the first of its kind, had far reaching effects throughout the industry and caused the Travel Weekly in the USA to claim that “Grand Bahama Island is friendlier to visitors thanks to the Tourism 2000 programme”.