Initiatives That Made It Across the Finish Line.

The Challenge

A mid-market manufacturer had been attempting to migrate from a legacy ERP system for a year and a half. Three internal project managers had cycled through the initiative. The vendor was ready. The team was ready. The project kept stalling at the same decision points.

Our Approach

We embedded with the leadership team for 90 days, diagnosed the root cause (two unresolved ownership conflicts between IT and Operations), resolved the conflicts through structured decision sessions, and rebuilt the project plan with clear RACI documentation and weekly executive checkpoints.

The Outcome

Migration completed within 11 weeks of engagement start. System went live on schedule with zero production downtime.

The Challenge

A regional services firm needed to redesign its client onboarding process — a project that touched Sales, Operations, Finance, and Legal. Every department had a different priority. Previous attempts had produced competing proposals and no consensus.

Our Approach

We took on full execution management: facilitated cross-functional alignment sessions, built a single consolidated process map with clear ownership at each step, and managed the implementation through to completion with weekly accountability check-ins.

The Outcome

New onboarding process fully implemented across all four departments. Average onboarding time reduced by 40%.

The Challenge

A professional services firm had a strong annual strategic plan — well-researched, well-presented, and completely unexecuted. Six months into the year, none of the five strategic initiatives had meaningful progress. Leadership was frustrated but unclear on why.

Our Approach

We conducted a rapid diagnostic across all five initiatives, identified the common root cause (no single owner for any initiative, all owned by committee), restructured ownership, built execution plans for each initiative, and provided weekly accountability support for the initiative owners.

The Outcome

Four of five strategic initiatives reached their defined completion milestones within the fiscal year. The fifth was formally descoped based on updated business priorities.