Execution diagnostic
I map your portfolio against the strategy and name the few initiatives that are real, and the ones quietly burning capacity.
Operating consultancy · Calgary, Alberta
Strategy descends.
Strategy descends.
Execution ascends.
I embed with your leadership team for a fixed window and execute the work the strategy deck has been promising. Two decades turning strategy into delivered software, integrated acquisitions, and teams that run themselves.
How I work
An organization is one system. It only changes as one.
Send the teams on training and their managers keep asking for the old reports. Coach the executives and nothing changes in the standup. The system of work runs through all four layers, each one setting the conditions the next works under. I work them together.
01
Delivery teams
The cadence, the backlog, and the technical practices, worked in the flow of your delivery rather than in a classroom. The team sees what good looks like on their own work.
02
Managers
What to stop doing, as much as what to start. Most managers inherited a control model and were never handed a replacement. We build the replacement on live work.
03
Individual leaders
One to one, and candid. Usually the conversation is about the thing being avoided: the initiative nobody will kill, the role that isn't working, the decision that keeps getting deferred.
04
Senior leadership
Decision rights and the cadence above the teams. Where a decision gets made sets the pace for everything under it, and most of the delay I find is a team waiting on a yes.
Engagements
Two ways to start. Both of them end.
01
12-week embedded bootcamp.
For a team standing up or resetting. Formal kickoff, we build the backlog together, and we establish the system of work from scratch. The exit is milestone-gated, so you know at the start what has to be true for me to leave.
02
Evolutionary coaching engagement.
For a team already in operation that cannot stop to transform. No cutover, no work stoppage, no kickoff. Three phases: I observe quietly, intervene in small ways, then reinforce and fade. The exit is based on demonstrated capability rather than a date.
03
What you keep when I go.
A Current-State System of Work Map, a prioritized improvement list, the coaching log, a practice adoption scorecard, an exit readiness assessment, and a handoff brief. Your team should be able to run the cadence from those without calling me.
Where this applies
The work I get called in for.
Strategy to operating plan
I turn a multi-year strategy into fiscal operating plans teams can deliver against. I did this as Managing Director of Strategy for a $50B bank's technology and engineering group.
Embedded delivery leadership
I stand up and run delivery teams in-house, then hand the cadence back. As Managing Director of Agile Delivery at a $50B bank I ran a 27-person team across consumer banking, core platforms, and crisis response.
M&A integration
I integrate acquisitions end to end: people, technology, operations, synergies. As Senior Manager of M&A Integration at a B2B SaaS company I ran a $200M cross-border deal that doubled the subscriber base.
Agile transformation
I bootstrap teams from zero to shipping. As a delivery advisor with Ernst & Young I launched and trained an organization's first Agile team inside 10 weeks.
Operating-model evolution
I rebuild how the work flows: shared services, portfolio management, and forecasting that makes the next budget honest.
180,000
users on a new banking app within its first month. Rating climbed 1.3 to 4.4
$1B+
in CEBA relief delivered to over 20,000 businesses on a platform shipped in 3 days
6 wks
new time-to-first-value, cut from six months by reworking the delivery process
Results from roles at ATB Financial, Veriforce, and Ernst & Young.
Two decades of work people relied on
Contact
Tell me what's stuck.
Send me the initiative that isn't moving. Within a week I'll tell you whether I can help, what an engagement looks like, and what it costs. No proposal theatre.