In partnership with both a local external consulting group (GENE100) working with UK based action learning specialist organisation (C-ALF), a state-owned large Chinese corporation transformed its leadership learning potential by integrating action learning methodologies into its core leadership development programme whilst addressing organisational problems. This account of practice documents the learning journey of the lead Chinese consultant throughout the development and delivery of the new programme. The programme's design included action learning groups that tackled both individual and organisational problems in parallel. New to action learning facilitation, the author explains a range of considerations during the design process, and shares personal evaluations and learnings of his role as an action learning group facilitator.