CASE STUDIES
Operations assessment
An agricultural financial services company implemented a matrixed organization structure to support new go-to-market strategy. Employees continued to function in silos and leaders sought to address roadblocks to change.
Assessed operating model to identify root cause of resistance to new structure. In collaboration with leadership, framed initiatives to address cross-functional process gaps and accountability for customer outcomes. Created and launched 12-month implementation roadmap that was executed by the client, aligning strategic initiatives and change management.
Process improvement
In 5 years, Colorado’s largest foundation doubled its grantmaking to $100M annually. Leadership sought to streamline operations and increase team capacity to focus on external outcomes.
Oversaw process improvement initiative that tied grant strategy to cross-functional processes resulting in more efficient end-to-end grantmaking and improving grant approval cycle time by 33%.
Organizational design
A non-profit organization grew from 35 to 60 employees in 3 years. It was time to rethink staff roles and align organization structure with its changing needs.
Analyzed strategic goals by function, defined capacity requirements, implemented new team structures, refined roles, aligned compensation structure, and sourced internal/external candidates.
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