Who we serve
Mid-market companies with a go-live date
I work on programs big enough to need a dedicated change lead, reporting directly to the executive who owns the date. Find the situation that sounds like yours below.
- Company size
- $100M–$1B in revenue. 500–5,000 employees, with 250+ affected by the go-live.
- Industries
- Deepest experience in insurance, plus manufacturing, pharmaceuticals and automotive.
- Sponsor
- An executive owns the go-live and wants one accountable lead for the people side.
- Initiative
- Fixed go-live date and a seven-figure program. ERP, CRM and HR rollouts, and merger integrations.
VP, Operations · Executive sponsor
You own the date and the people risk.
The trigger: Program funded, SI selected, go-live date set 6–12 months out.
What you're dealing with
- The SI plan covers cutover, while people readiness is a line item for training
- Nobody knows yet who this change really affects
- Internal HR and L&D don’t have capacity for a program this size
- SMEs in design sessions rebuild today’s workarounds in the new system
Your SI will get the system live. Who’s making sure your people can run the operation on day one?
See how this works for you → COO, Program sponsor · Within 90 days
Every dashboard is green. Your gut says otherwise.
The trigger: Go-live is within 90 days and a pilot, UAT, or dress rehearsal shows cracks.
What you're dealing with
- Your dashboards track tasks and dates, not whether people can do the job
- Managers and the project team tell you different stories
- Everyone reporting on readiness has a stake in the answer
- Too late to start a full OCM program from scratch
An independent read on whether your people can do the job on day one, in time to close the gaps.
See how this works for you → Director, PMO · Portfolio view
You need an independent read your teams can’t give you.
The trigger: Several go-lives at once, or a recent program went live and stumbled.
What you're dealing with
- Program teams grade their own readiness
- Your metrics track scope, schedule, and budget, not people readiness
- Every program defines “ready” differently
- No internal capacity to assess programs independently
An independent assessment gives you one standard across every go-live.
See how this works for you → Integration Lead · Post-merger
Day 1 is fixed. Two workforces aren’t one yet.
The trigger: The deal has closed, you’ve been named integration lead, and Day 1 is on the calendar.
What you're dealing with
- The deal timeline leaves no time to make the case for people work
- Finance, legal, and IT have integration owners. Employees don’t.
- Anxious employees fill communication gaps with rumor
- Acquired-company managers aren’t equipped to lead the change
Integration plans cover systems and contracts. I own the people side, so two workforces can work as one.
See how this works for you → Running an implementation practice? There's a fifth situation. See how I work with SI partners →