client successes
We prioritize outcomes over volume. Each engagement focuses on improving execution through clearer structure, decisions, and adoption.
Case studies
Some results include:
- Built a transformation and change delivery function to support the successful implementation of a multi-year growth strategy for a large Canadian retailer facing competitive threats.
- Leadership alignment and standardized ways of working at a PE-owned company, improving revenue, profitability, and supplier status.
- A new, simpler operating model built for a complex retail organization, replacing duplication and bureaucracy with coordinated delivery.
- Refreshed a law firm's HR strategy to prepare the organization for the future of work, including skills and technology of the future. The strategy was endorsed by the leadership team and Board.
- Facilitated a Fortune 500 insurance company's technology leaders' offsite to realign their ways of working, global operating protocols, decision-making practices, and to build clarity around each leaders' priorities and pressures.
- Multi-year strategy and OKRs embedded at a technology company, with Year 1 targets delivered and faster decision-making.
From distributed effort to a focused delivered plan
An HR strategy the Board could stand behind
A divided leadership team, realigned
A company with 40 years of steady growth had leaders who were not operating as one team, which created duplication and costly mistakes.
Over eight weeks we built a multi-year strategy, then spent twelve weeks embedding the annual plan, OKRs, and governance into how the team actually worked.
Leaders stopped side projects that did not fit the strategy, made decisions faster against a clear plan, and delivered on Year 1 targets.
A firm had an HR strategy in place but was concerned it would not hold up against AI, automation, talent shortages, and cost pressure.
We advised the Chief People Officer on what the future of work would demand, then redesigned the strategy for what was happening now, what was coming next, and a five-year horizon.
The revised strategy was endorsed by the leadership team and the Board, and became the north star guiding the people function toward its highest-impact work.
A global technology leadership team inside a large insurer was working in silos, with new and veteran members competing over scope.
We interviewed each leader to map the current and desired state, then ran an offsite grounded in the Five Dysfunctions of a Team model.
Leaders left with clarity on what they needed to deliver, how they would work together, and how they would hold each other accountable.
Leadership alignment that improved profitability for a manufacturer
A clearer operating model for a complex retailer
Operationalizing a growth strategy under competitive threat
A company under cost and profitability pressure had leaders who were resisting the changes needed to operate as one team.
We diagnosed the issues, defined clear measures of success, ran a leadership offsite, and built One Best Way standards for core operational and customer processes.
The result was improved revenue and profitability through stronger customer loyalty and standardized ways of working, plus preferred status with key suppliers.
A retailer had a large multi-year strategy but lacked clarity on priorities versus noise, with duplication, silos, and bureaucracy slowing the work.
We operationalized the strategy by redesigning the organization structure and ways of working to be digitally enabled and agile, automating processes where possible, and building prioritization and governance mechanisms.
Leaders began delivering in sync as one team under a new operating model with standardized One Best Way processes.
A large Canadian retailer faced an existential competitive threat and needed to turn a multi-year growth strategy into delivery.
We aligned leaders around clear priorities and metrics, built a governance cadence, stood up a Transformation Office with Change Management and Risk functions, and mobilized Communications and Learning to support launch and beyond.
Priority initiatives stayed on track, leaders aligned around the strategy, roles and expectations became clear, and decision-making improved.