Services
The work, in nine pillars
Most practices make you choose a specialist. This one integrates the specialties, because real problems do not arrive in single-lens packages.
Download capabilities (PDF)Pillar 01
Organizational Effectiveness and Design
Redesign how the organization actually works.
Diagnose the real operating model, then redesign structure, roles, decision rights, and governance so the organization can deliver on its mission. Grounded in systems thinking, so you solve root causes instead of symptoms.
- Operating model design
- Org structure and role clarity
- Decision rights and governance
- Organizational diagnostics
- Systems mapping
You might need this if
- Work slows at every handoff, and no one can say who decides.
- The org chart changed, but how work actually moves did not.
- Good people leave, and their knowledge leaves with them.
How the work goes
I start by mapping how work moves today, not how the policy says it does: interviews with the people closest to it, a read of what already exists, and a current-state map you can point at in a room. Then we design the fix together, in the open, and I stay through the part where people start using it.
What you keep
- A current-state map of how work moves today
- An operating model with decision rights named by stage
- A RACI your team ratified, not one I handed you
- The rollout plan, and the language to explain it
Most organizations start this work through the Systems and Automation Audit.
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Pillar 02
Enterprise Learning and Talent Development
Build learning that scales with you.
Design and run the learning systems that grow capability across a whole organization, from strategy to operations to the learner experience, so learning compounds over time instead of living in one-off trainings.
- Learning operations and intake design
- L&D strategy
- Program and curriculum design
- Adult-learning practice
- Measurement, reporting, certification and badging
- Platform enablement including Workday Learning
You might need this if
- Training requests arrive from everywhere, and priority goes to whoever asks loudest.
- You cannot say what learning has actually changed.
- Every program gets built from scratch, every time.
How the work goes
I look at the whole machine rather than one course: how learning gets requested, sized, built, launched, and measured. Then I build the operating system underneath it, so your team stops improvising and starts compounding.
What you keep
- An intake-to-launch process with visible stages
- Quality gates and a reusable design standard
- A measurement approach leadership will believe
- Templates so the next program starts halfway built
Facing this specifically? Make Workday Learning actually work.
Most organizations start this work through the Systems and Automation Audit.
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Pillar 03
Change Management and Transformation
Lead change that lasts.
Move people through change that holds after the launch. Readiness, engagement, adoption, and communication for reorganizations, system migrations, and new ways of working.
- Change strategy
- Readiness assessment
- Stakeholder engagement
- Adoption planning
- Change communications
You might need this if
- The last change launched well and quietly faded.
- People are polite about the new way and still doing the old one.
- Leaders are ready to move on before the change has landed.
How the work goes
I treat adoption as the finish line, not launch day. That means communications, enablement, decision logs, and reinforcement built into the plan from the start, plus honest coaching for sponsors about what visible support actually requires of them.
What you keep
- A change plan sequenced to real capacity
- Communications and enablement materials
- A decision log that survives the transition
- Reinforcement through the first weeks of real use
Most organizations start this work through the Systems and Automation Audit.
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Pillar 04
Facilitation and Strategic Planning
Lead the conversations that move work forward.
Design and facilitate the moments that matter, from strategic planning to offsites to hard decisions. Built on participatory, people-centered design, so groups reach real clarity and shared commitment.
- Strategic planning
- Offsite and workshop design
- Facilitation
- Human-centered design workshops
- Sensemaking sessions and decision-making design
You might need this if
- The same topic returns to the agenda every month, still undecided.
- The loudest voice sets direction, and the quietest one had the answer.
- You need a plan, and you also need people to believe it.
How the work goes
I design the session before I run it: what decision it exists to make, who must be in the room, and what has to be true for people to speak honestly. In English, Spanish, or both, from small leadership teams to rooms of a hundred or more.
What you keep
- A designed agenda with the decision named up front
- Facilitated sessions, virtual or in person
- Synthesis with decisions and owners written down
- A follow-through plan, so the energy does not evaporate
Most organizations start this work through the Systems and Automation Audit.
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Pillar 05
Knowledge Architecture and Management
Turn scattered knowledge into institutional memory.
Capture what lives in people's heads and turn it into durable, findable, reusable knowledge, with the information architecture and digital workspaces that hold it.
- Knowledge management strategy
- Information architecture and taxonomy
- Documentation systems
- SharePoint and digital workspace design
- Reusable playbooks and toolkits
You might need this if
- Answers live in a few people's heads, and those people are tired.
- Onboarding takes months because almost nothing is written down.
- Everyone maintains their own version of the truth.
How the work goes
I find where knowledge actually lives, decide where it should live, and build the structure that makes it findable in minutes instead of days. Then I make maintaining it somebody's named job, because unowned documentation goes stale within a quarter.
What you keep
- A knowledge structure with a home for every kind of answer
- Standards and templates for capturing new knowledge
- The first set of documented processes, written with your team
- A review cadence and a named owner
Facing this specifically? From SharePoint sprawl to institutional memory.
Most organizations start this work through the Systems and Automation Audit.
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Pillar 06
AI Strategy and Enablement
Adopt AI with intention, not hype.
Help teams use AI to do real work, then make it stick, with the strategy, automation, and change management that turn new tools into new habits.
- AI strategy and use-case design
- Custom AI agents and skills
- Workflow automation
- AI knowledge systems and prompt libraries
- AI adoption and change management
You might need this if
- Your team is already using AI quietly, without guardrails.
- You bought a tool, and adoption stalled after month one.
- You suspect there is real time to reclaim, and cannot name where.
How the work goes
I start with your workflows, not the tools. I find where AI genuinely helps, design the prompts, agents, and automations around your real knowledge, and run the change management so they become habits. I will also tell you plainly where AI is the wrong answer.
What you keep
- A ranked map of where AI pays off and where it does not
- Working automations and prompt systems built on your knowledge
- Guardrails and a use policy your team helped write
- Enablement, so the tools still get used after I leave
Most organizations start this work through the Systems and Automation Audit.
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Pillar 07
Identity, Belonging, and Community Vision
Help communities and organizations name who they are and where they are going, together.
Support organizations and communities to build shared identity, deepen belonging, engage their people authentically, and set a vision rooted in their values and their future. This work is community-centered and Indigenized, done in partnership with and accountability to the communities involved, centering their voice, knowledge, and self-determination rather than importing an outside model.
- Identity and values articulation
- Authentic community and stakeholder engagement
- Participatory vision setting
- Indigenized and community-centered facilitation and design
- Belonging and culture building
You might need this if
- Your stated values and your daily practice have drifted apart.
- Engagement happens to your community rather than with it.
- You are naming who you are for the first time, or the first time in a long time.
How the work goes
This work moves at the pace of trust, and I plan for that pace rather than fighting it. Community-centered engagement, honest listening, and facilitation that makes room for the people who usually get consulted last. Bilingual delivery wherever the community needs it.
What you keep
- Engagement designed with the community, not for it
- A shared vision people recognize themselves in
- Language and narrative your team can use consistently
- Structures that keep the commitment alive after the launch
Most organizations start this work through the Systems and Automation Audit.
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Pillar 08
Operations, Grants, and Compliance
Build the operational backbone that lets mission and money move together.
This is the work organizations trust me with when mistakes are expensive: the operations, grants management, finance, and compliance systems that keep an organization sound, funded, and audit-ready. I steward the policies and processes that hold them, built with care, so structure serves people rather than controlling them, and resource systems stay responsive, flexible, and dignified. Well suited to nonprofits, foundations, and any organization answerable to funders or regulators, including fractional operations leadership.
- Operations leadership, including fractional
- Grants management and compliance across federal, state, and philanthropic funders
- AI-enabled compliance monitoring and audit readiness, so issues surface before they become findings
- SOP and process design
- Risk and audit readiness
- Budgeting, forecasting, vendor and contract management
You might need this if
- Reporting season consumes the team, every single time.
- Money and mission are managed by different people who rarely talk.
- Compliance is tracked in one spreadsheet and somebody's memory.
How the work goes
I build the operational backbone that lets mission and money move together: the calendar, the controls, the reporting rhythm, and the documentation that makes an audit uneventful. Fractional leadership is available when you need the function run, not only designed.
What you keep
- A reporting calendar with owners and real lead times
- Grant and compliance tracking that survives turnover
- Documented procedures for the recurring work
- Optional fractional leadership through a transition
Most organizations start this work through the Systems and Automation Audit.
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Pillar 09
Websites and Digital Platforms
A modern site with the operations behind it.
Design and build a complete digital home for your organization: a fast, beautiful public site, an admin dashboard that runs your pipeline and bookings, client portals, and the automations that follow up while you sleep. Built AI-accelerated, so it ships in weeks, and handed over so your team can run it without a developer on retainer.
- Modern marketing sites with admin dashboards
- Client portals and secure logins
- Booking, intake, and automated email flows
- Cinematic scroll-driven storytelling pages
- Bilingual delivery and accessibility built in
- Analytics, SEO, and a launch you control
You might need this if
- Your site describes work you stopped doing two years ago.
- Leads arrive by email and live in one person's inbox.
- You need a developer for every small change.
How the work goes
I design and build the whole thing: the public site, the admin dashboard behind it, client portals, booking, and the automations that follow up while you sleep. Built AI-accelerated, so it ships in weeks rather than quarters. Then I hand it over with documentation written for a non-developer.
What you keep
- A fast, accessible, genuinely beautiful public site
- An admin dashboard for pipeline, bookings, and content
- Automated intake, follow-up, and reporting
- Full handover, plain-language documentation, and the keys
Most organizations start this work through the Systems and Automation Audit.
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Ways to work together
Five ways an engagement can start
Advisory and thought partnership
An ongoing retainer for leaders who want a strategic partner on call: a steady voice for the decisions that do not wait for a project plan.
Project engagements
Scoped work with a clear beginning, middle, and handoff. You get the outcome, the documentation, and the capability to run it without me.
Fractional or embedded leadership
Stepping in to lead a function or transformation for a season, from learning operations to organizational effectiveness to operations and grants.
Facilitation and workshops
Designed and led sessions, from strategy offsites to team intensives, built so the group reaches real clarity and shared commitment.
Speaking and workshops for groups
Talks and learning experiences for teams and events, on systems, change, learning, and adopting AI with intention.