Most stalled programs weren't let down by their vision. They were built on a starting point nobody verified.
My approach is diagnosis-led: find the real problem underneath the stated one, rebuild the operating model around it, and deliver results finance will sign off on, with your team owning them when I leave.
The first 180 days
Gemba walks where the work happens. Map the full system and the gap between documented and actual. Test the mandate itself.
What you get: a diagnosis, the value at stake agreed with finance, and a recommendation on scope, including "the brief is wrong" if it is.
Operating model, roles and spans. Portfolio rationalization with an explicit stop list. Singles before home runs.
What you get: a short roadmap, early wins finance can audit, and an aligned leadership team.
I run the workstreams hands-on with your team, with playbooks, metrics and coaching.
What you get: results that hold after I leave, owned by people already in the building.
PE sponsors and operating partners. Value creation plans, stalled portfolio-company programs, post-merger integration, and sequencing AI investment within a hold period.
Portfolio-company CEOs and boards. Interim or fractional COO, transformation lead, operating model reset.
