Traditional leadership development programmes often fail to meet specific industry needs. This chapter describes the co-creation of a Leadership Development Programme by an academic and an industry partner, specifically tailored to the highly regulated nuclear engineering industry. This partnership effectively addressed the perceived irrelevance of business schools by ensuring the programme was directly aligned with real-world industry requirements. When stakeholders became partners and change agents in the co-creation process, a meaningful programme emerged. It utilised innovative learning methods, broadened learning transfer options, and encouraged participants to engage in leadership processes that initiated workplace change. This project not only showcases the value proposition of Business Schools for industry but also emphasises the crucial role of learning from industry partners to enhance academic programmes. This case underscores several key lessons: co-creation bridges the theory-practice gap, fosters a sense of ownership, and strengthens the case for co-creation as a strategy to enhance institutional relevance.