The structurethat fitthe lastbusiness.
When the organization, decision rights, and processes no longer match the company you are actually running, growth slows and costs rise. We design what comes next and help you make the change stick.
Things that worked at half the size stop working. Nobody changed them.
Decisions take longer. The same conversation happens in three meetings. Functions duplicate each other. Vendors and agencies fill gaps the org chart does not cover. The leadership team spends its time on coordination instead of direction. It is not a people problem. It is a structure that was designed for a smaller, simpler business.
We assess how the business actually operates, design the model that fits where it is going, and run the change with the leadership team. Structure, decision rights, ways of working, KPIs, and the governance that keeps it honest.
Operating model assessment
How work really flows, where decisions really get made, what it costs, and where the friction is. Interviews, data, and process mapping, not a survey.
- Leadership and function interviews
- Decision and process mapping
- Cost-to-serve analysis
- Vendor and partner dependency map
- Friction and duplication register
Design
Structure, roles, decision rights, and governance for the next stage of the business. Options with trade-offs, then a recommendation.
- Target structure and roles
- Decision rights and forums
- Spans, layers, and cost
- Ways of working
- KPI and accountability framework
Transition
Sequenced change with the leadership team: who does what from when, how it is communicated, and how you know it is working.
- Transition plan and sequencing
- Leadership alignment
- Communication and change management
- Adoption measures
- 90-day review
Assess
Four weeks to a clear picture of how the business actually runs and what it costs.
Design
Options with trade-offs, a recommendation, and the leadership team aligned behind it.
Transition
Sequenced change, communicated well, measured.
Embed
Governance and cadence so the new model holds after we leave.
The 100-day plan, run rather than presented.
A sponsor had just closed on a mid-market services business. The deal thesis assumed operational improvement. The management team was capable but stretched, and nobody owned the cost base.
4 mo
To visible EBITDA impact
Straight answers.
Is this a restructuring?
Not necessarily. Many operating model changes are about decision rights, processes, and accountability rather than headcount. Where structure does change, we design it carefully and sequence it humanely.
How long does it take?
Assessment and design typically run eight to ten weeks. Transition depends on scale; most mid-market businesses see the new model working inside a quarter.
Do you work with the whole leadership team?
Yes. Operating model change fails when it is done to a leadership team rather than with it.
Does the structure still fit the business?
If the answer took more than a second, it is worth a conversation.