Services

Three areas. One through line.

Whether it's a merger, a transformation, or a complex program, the challenge is rarely purely operational. I work at the intersection of structure and people — because that's where the real work happens.

01 — Integration

Post-merger integration

Combining two organizations is one of the hardest operational challenges a leadership team faces. The deal logic is clear. The hard part is execution — aligning people, processes, and governance without losing momentum or the talent you acquired the company to keep.

I work on the integration workstreams where people and operations intersect: org design, role clarity, governance setup, and the change management that determines whether the integration actually lands.

  • Integration planning & workstream management

    Structuring the integration office, defining workstreams, and building the governance cadence that keeps cross-functional work on track.

  • Organizational design

    Defining the combined org structure, reporting lines, and role clarity — with the practical change management to get people through it.

  • Culture & people integration

    Surfacing where culture gaps are real vs. perceived, and building the mechanisms that help teams work together before friction compounds.

02 — Transformation

Organizational transformation

Transformation work fails most often not because the strategy is wrong, but because the organization wasn't built to execute it. I help leadership teams redesign how the organization works — structures, roles, decision rights — and build the change management that makes the new model stick.

My background is in industrial and PE-backed companies, where transformation means real operational change, not just a reorg on paper.

  • Org design & role clarity

    Structures that reflect how work actually needs to flow — with clear accountability and decision rights at every level.

  • Change management

    Built in, not bolted on. Stakeholder alignment, communication architecture, and the frontline engagement that determines adoption.

  • Lean & operational improvement

    Manufacturing and lean principles applied to operational problems — waste reduction, process redesign, and the people enablement to sustain it.

03 — Program management

PMO & program management

Large, complex programs need infrastructure — governance, cadence, reporting, and accountability — or they drift. I've run large PMOs from the inside and know where program management goes wrong: too much process, not enough clarity; too many dashboards, not enough decisions.

I build operating structures that keep programs on track without creating bureaucracy for its own sake.

  • PMO design & standup

    Building the governance structure, meeting cadence, and reporting architecture for large cross-functional programs from the ground up.

  • Program recovery

    Diagnosing why a program is off-track and resetting the structure, accountability, and momentum to get it back on course.

  • Governance & decision architecture

    Defining who decides what, at what level, and how — so escalations get resolved and the program keeps moving.

How I work

What you can expect from an engagement.

Embedded, not advisory

I work alongside your team, not above them. The deliverable isn't a deck — it's an organization that can operate differently after I leave.

Structured and pragmatic

MBB rigor applied to real constraints. I build what will actually be used by the people who have to run it, not the version that looks best in a presentation.

People-centered throughout

Every operational decision has a human consequence. I keep that visible — so the plan on paper becomes something the organization can actually execute.

Ready to see if we're a fit?

30-minute discovery calls, no obligation.
I'll tell you honestly if I can help.

Book a discovery call