IOrganizational design
Typically eight to sixteen weeks, then a lighter cadence through the install.
A full redesign of how the organization is put together, so the strategy on the page can actually be carried out.
- 01 · Diagnose
Interviews across three layers, a read of the artifacts you already have — org chart, meeting calendar, comp plan, escalation paths — and a map of where authority actually sits versus where it is drawn.
- 02 · Redesign
We rebuild the six dimensions: authority, responsibility, relationships, information, incentives, rhythms. You get a target structure, the reasoning behind each change, and a sequence that your organization can absorb.
- 03 · Install
The changes go live in an order that protects the business. We set the operating rhythms, work with the leaders taking on new decision rights, and stay close through the first cycles.
Who it is for
- Leadership teams whose plan keeps stalling in the middle of the organization
- Companies that have outgrown the structure that got them here
- Post-merger or post-funding organizations rebuilding accountability
What you leave with
- A target structure with decision rights named
- A sequenced change plan, not a big-bang reorg
- The operating rhythms that keep it true after we leave
Not for teams looking for a new org chart to announce. If the intent is a diagram rather than a change in how decisions get made, we are the wrong firm.
IIEvent design
Six to ten weeks of design ahead of the event, plus facilitation and follow-through.
Gatherings designed so people leave having decided something and having practiced the habits the new structure requires.
- 01 · Frame
What must be true when people walk out? We work backwards from that to the decisions the room has to make and the people who need to be in it.
- 02 · Design
The arc of the event: order of sessions, questions asked, who speaks and when, and where the real work happens rather than the presentation about the work.
- 03 · Facilitate
We run the room, hold the hard conversations open long enough to be useful, and capture commitments in a form that survives the flight home.
Who it is for
- Organizations with a moment coming: a merger, a launch, an annual offsite
- Leadership teams that need a decision made together, not briefed
- Companies rolling out a structural change to a wider group
What you leave with
- Decisions made and owned, with names attached
- A record of the commitments and the follow-up cadence
- A pattern your team can run again without us
Not for conference production or entertainment. We design what the room is meant to teach, not the stage it happens on.
IIICoaching
Ongoing, typically twice monthly over two or three quarters.
Working with leaders through the hard middle of a change, so distributed authority is real rather than exposure.
- 01 · Clarify
Get intent legible while it is still vague — what this leader is actually accountable for, and what they have been quietly absorbing that belongs elsewhere.
- 02 · Practice
The work between sessions: delegating a real decision, resisting the urge to intervene, running the conversation they have been avoiding.
- 03 · Consolidate
Turning the new behavior into a rhythm the organization can rely on, so it does not depend on the leader's attention that week.
Who it is for
- Founders and executives handing over real decisions
- The next layer being asked to hold authority for the first time
- Leaders carrying a redesign through its most uncomfortable stretch
What you leave with
- Clear ownership the leader can state in a sentence
- Habits that hold under pressure
- A team that can act without checking upward
Not a performance-management instrument. Coaching that reports back to the person who assigned it is not coaching.
First conversationThirty minutes, no obligation.
What we ask
Where decisions stall, which problems keep returning, and what your last attempt to fix it changed.
What you get back
A plain read on whether the issue is structural, and whether a diagnostic, an event, or coaching is the right first move.
What happens next
If there is a fit, a short scoping note with the shape of the work. If there is not, we will say so.
