BP's Integrated Supply and Trading unit was fragmenting under pressure. A corporate Diversity & Inclusion mutual mentoring program had failed after six months. Jane Ball redesigned it with key changes: leadership had to apply rather than volunteer, answer challenging questions ('Choose a colleague you trust and ask them what your blind spots are'), and nominate junior mentors, avoiding volunteers with 'an axe to grind.' Pairs crossed at least two boundaries (organisational and social/cultural) and worked outside reporting lines to avoid conflicts of confidentiality or accusations of favouritism. One junior mentor described watching senior leaders' interest disappear when she mentioned being recently married. Ball reflects that safety wasn't a prerequisite for the process; 'rather the process creates safety as people engage.' The structure enabled conversations that organisational norms restricted without requiring constant facilitator presence. Conference discussion focused on how hierarchical organisations can create space for open dialogue across boundaries.