Real work.
Measurable results.

The Challenge

The client had grown from 40 to 120 people in 18 months. Their onboarding process — built for a 10-person team — was taking new hires 6–8 weeks to reach full productivity, and the ops team was spending 30% of their time managing it manually.

Our Approach

We conducted a full audit of the onboarding journey across four departments, identified 14 redundant steps, and redesigned the process around a self-serve model with clear milestones and automated handoffs. We then trained team leads to own the process independently.

The Challenge

The leadership team was talented but misaligned. Quarterly planning sessions produced long lists of priorities that nobody could agree on, and by month two, everyone was working on different things. The CEO described it as "organized chaos."

Our Approach

We ran a two-day offsite to surface the underlying disagreements about company direction, then built a lightweight planning framework — quarterly OKRs, a monthly leadership review, and a weekly ops pulse — that created accountability without bureaucracy. We facilitated the first two cycles before handing it off.

The Challenge

The company had scaled quickly through acquisition and organic growth, resulting in a fragmented org structure with unclear ownership, duplicated functions, and a leadership team stretched too thin. Decisions were slow, and top performers were starting to leave.

Our Approach

We mapped the current state across all business units, identified 11 structural gaps, and designed a new operating model with clear spans of control, defined decision rights, and a simplified leadership layer. We ran change management sessions with every team to ensure buy-in before the transition.

The Challenge

The finance and ops teams were spending 12+ hours a week producing reports that nobody was using to make decisions. Leadership had 47 active KPIs across three dashboards, and still felt like they were flying blind.

Our Approach

We audited every metric in use, eliminated 34 that weren't driving decisions, and rebuilt the reporting architecture around six core business questions. We designed a weekly leadership dashboard and a monthly board pack that told a coherent story — and trained the team to use data as a conversation starter, not a status update.