Solutions

Get your company and its people through big change.

Seven solutions, one method. Each starts by finding the one constraint costing the business most, fixes it through the leaders who run the business, and proves the result in the numbers your CEO and board already watch.

The common thread

Every big change succeeds or fails on whether people own it.

Growth, a deal, AI or a US launch: the plan is rarely what breaks. Bring us in early, before the announcement, and we get your people on board and executing.

Every change, start here

Change management

For leadership teams about to launch something big: a growth plan, an acquisition, a reorganization, an AI rollout or a new market. A strong plan nobody owns delivers nothing. We give the people side the same rigor as the plan, from before the first announcement until the change holds on its own.

The outcomePeople who understand the change, own it and execute it, with adoption that holds after the spotlight moves on.
TimelineStarts before the announcement and runs through launch and the 90 days after.

What you get

  • The win, agreed up frontOne business number, the counterweight that must not break, and a date, set with the sponsor before anything launches.
  • Plan and ownership, scored separatelyHow good the plan is and how much the people carrying it own it. When the plan is strong and ownership is weak, we work the people side.
  • Key-people mapThe few people the change depends on, where each stands today and the next conversation with each. Private to the sponsor.
  • Rollout choicePilot, staged or all at once, chosen by whether the change can be tested small without creating two standards.
  • A tested change storyThe message, FAQ and leader talking points, tried with a small trusted group before the announcement.
  • Leaders ready to carry itEvery people leader able to explain the why in their own words, with the hard conversations rehearsed.
  • Monthly change briefEvery change underway, which teams are carrying too many at once, and one next action: "Because of these numbers, we should ___."
  • 30, 60 and 90-day re-scorePulse checks and a re-score against the baseline, until it holds without us.

How every engagement runs

Diagnose fast, install through your leaders, prove it in the numbers.

Before any scope is written, we agree what a win looks like in business terms: one number, the counterweight that must not break, and a date.

ABOUT A MONTH

Diagnose

A business baseline and a working hypothesis, tested against evidence from leaders, employees and real artifacts. You get a one-page answer naming the weakest system and what it costs.

6 TO 12 MONTHS

Install

Fix the weakest system first, run it through your leaders on a steady rhythm, and automate the admin. Your people team builds and runs each system alongside us, tied to your plan or integration milestones.

AT HANDOFF, THEN OPTIONAL

Prove and hand off

Re-score against the week 1 baseline, show the movement in your business metrics, and name an owner for every system. Ongoing advisory if you want it.

Where most engagements start

Know where the people risk is before you spend on a fix.

Ways in, for any change

Every change

Culture diagnostic and action plan

For a CEO who senses culture is slowing the plan but can't yet say where. Culture is a business system: it drives results through who you hire, what you reward and what you measure. We score whether each system is real or still a poster.

The outcomeThe one gap costing the business most, its price, and a 90-day plan to close it.
TimelineAbout a month, faster if the business needs it.

What you get

0Absent
1Poster
2Partial
3System
  • Business baselineThe metrics culture gaps hurt: regretted attrition, time to productivity, win rates, cost of turnover, and your spend mix across people, cloud and AI.
  • System scorecardDefine, Hire, Lead, Recognize, Brand and Measure, each scored 0 to 3 from evidence, not opinion.
  • Leader auditWhat the executive team says it values compared with where its time and budget go, and how it passes pressure down when the number is red.
  • One-page heat mapEvery system across the leadership team, leaders and frontline, linked to the baseline.
  • Answer-first read-outOne page naming the weakest system and what it costs, each point backed by one chart.
  • 90-day action planWhat a win looks like at 30, 60 and 90 days, who owns it, and what we won't do.
Every change

Executive assessments

For a CEO about to ask more of the leadership team, or about to fill a seat the plan depends on. Strategy defines the seats; then the right people go in them. We assess your current leaders and the finalists for key hires against the work ahead.

The outcomeA leadership team fit for the next stage, with every seat decision made openly and early.
TimelineLeadership team: a few weeks. Key hires: alongside your search.

What you get

Your current leaders
  • Seat mapThe roles the strategy needs, set before names, with each leader mapped to a seat.
  • Individual assessmentsStrengths, seat fit, composure under pressure, and whether any gap is skill or will.
  • Development plansOne plan per leader, so most grow into the seat.
Key-hire finalists
  • Role scorecardWhat the seat must deliver, tied to the plan and your values.
  • Behavioral interview kitIncluding the worst quarter they led and what their team heard.
  • Finalist assessmentA clear recommendation with the evidence behind it.

We are not a search firm. We work alongside your recruiter or search partner.

The four big changes

Where people strategy decides the outcome.

Growth

HR strategy

For companies past 80 people that need senior people leadership to execute the plan, where a full-time Chief People Officer doesn't make sense yet. We work as a people advisor to the CEO and leadership team, and uplevel the team you already have.

The outcomeThe growth plan executed without breaking hiring, leaders or culture.
Timeline6 to 12 months after the diagnostic, then optional ongoing advisory.

What you get

  • People plan tied to the business planEvery new role starts with what AI already does or could do; people are hired for judgment, relationships and ownership.
  • Org design from the workStructure built around how work flows and customers are served, not around today's chart.
  • Hiring systemBehavioral questions, scorecards and a values veto, plus hiring-manager training.
  • Recognition playbook and review rubricValues weighed in reviews and promotions, with no exceptions for stars.
  • People scoreboard and monthly reportOne number with its counterweight, and every report ends in a decision.
  • A people team that owns itA development plan per person and a named owner for each system at handoff.

If the diagnostic finds real legal or operational risk in the basics (compliance, your PEO or HR vendor, onboarding, pay structure), we fix that first.

M&A

Sell-side readiness and buy-side integration

For founders and boards preparing to sell, and acquirers who need the deal thesis to survive contact with people. Years of transactions and integrations taught one rule: decide what carries forward before you redesign anything.

The outcomeRevenue, key talent and synergies kept through the deal, and exits handled with dignity.
TimelineSell side: ahead of going to market. Buy side: Day 1 through the first year, tied to integration milestones.

What you get

Sell-side readiness
  • People diligence prepOrg, roles, pay, policies and compliance gaps found and fixed before a buyer finds them.
  • Key-talent retention planWho the value depends on and how they stay through close.
  • Leadership story for buyersA clear account of the team, culture and how the business runs.
Buy-side integration
  • Culture comparisonWhere values conflict, not just differ, and which gaps put revenue or people at risk.
  • Day 1 planPay, policy and org decisions launched together with one standard, plus a tested story, FAQ and leader talking points.
  • Combined org from the workDesigned from the work and the customer, never two legacy charts spliced.
  • 100-day re-scoreAgainst the deal thesis, moving to one scoreboard, one recognition system and one hiring bar.
AI reshaping the org

AI workforce transformation

For leadership teams where every workforce decision is now a choice between hiring, AI, or both. AI does the work; people set direction, review the output and own every decision.

The outcomeMore output per dollar of combined people and AI spend, with capacity moved to what customers value.
TimelineStarts with a work inventory, then runs as a 6 to 12 month engagement.

What you get

  • Costed work inventoryRecurring work sorted by one test: would the customer pay more for it? Automate it, eliminate it, or make it a priority. Hours freed, tools retired, roles redesigned.
  • Roles and org for people plus AISeats set before names, with every role and backfill starting from what AI already does.
  • Workforce planPeople and AI planned together, not headcount alone.
  • Ownership for every agentA named human owner, a clear scope, a safe way to fail and a review rhythm.
  • Adoption scoreboardWhether the AI actually took on the work, including the time people spend reviewing it.
  • Leader coachingLeaders who model ambitious AI use, so teams aim higher than speed alone.
Expanding into the US

US market expansion for global companies

For international companies opening or scaling a US team. Primarily advisory: a plan you can act on, with hands-on support when you want it. Built on years of living and working on three continents.

The outcomeA first US team that is compliant, well led and connected to the culture at headquarters.
TimelineA fixed-scope plan in a few weeks, then support as you scale.

What you get

  • US entry people planEntity and employment setup, first hires and their sequence, and US employment compliance and benefits.
  • A US leader who bridges both culturesThe profile, the scorecard and support through the hire.
  • Culture bridge to headquartersKeep the parent company's values while adapting to US ways of working.
PlanThe US entry people plan, ready to act on.
Plan + advisoryThe plan, plus a regular advisory rhythm as you hire.
Plan + launchHands-on, on-the-ground support through launch.

Change as a System

A change delivers only when the people who carry it own it.

Every solution above is led and checked the same way. Each part is scored 0 to 3, and the weakest one sets the next action.

Foundation

Leaders go first

The executive team models the change in its calendars, budgets and behavior, and aims pressure at the constraint instead of amplifying it.

Check 1

The win is agreed

One number and its counterweight define success before anything launches.

Check 2

The seats fit the work

Structure is designed from the work and the customer, with people and AI planned together.

Check 3

Leaders carry it

Every people leader explains the why in their own words and coaches it weekly.

Check 4

The systems reward it

People are hired, recognized and promoted for it, with no exceptions for stars.

Check 5

Everyone knows the score

Progress sits on one visible scoreboard, and every review ends in a decision.

The test: it holds without us. Your people team owns each system, and adoption holds at 30, 60 and 90 days after the spotlight moves on.

How every deliverable is written

Built for a busy CEO to decide from the first paragraph.

The answer comes first

One sentence you could act on, then the reasons, then the evidence. The detail goes in an appendix.

One chart, one point

Every exhibit makes a single point, stated in its title. Read the titles alone and the story holds.

It ends in a decision

"Because of these numbers, we should  ."

If the blank won't fill, the metric doesn't belong in the report yet.

Facing a big change?

Tell us about the company and what's changing. You'll get a straight answer on where the people risk is, and which of these fits. Need a people leader in the seat? See fractional and interim CPO.

Talk through a company