Change Strategy for a Scaling Organization

Context
A mid-sized company experiencing operational strain — overlapping decisions, unclear accountability, and inconsistent execution across teams. Leadership recognized the need for governance that could scale without hindering innovation.

Approach
I conducted leadership interviews and process mapping to uncover decision friction points. From there, I built an operating model that defined ownership, meeting cadence, and strategic review checkpoints. We launched it through facilitated sessions that aligned cross-functional teams.

Outcome

• Reduced duplication and project drift by 30%

• Improved execution velocity and interdepartmental clarity

• Created governance templates now used company-wide