We work primarily with mid-market to enterprise organizations undergoing major transformations, ERP implementations, or M&A integrations. 

Ideally, before commitment. Most of our clients engage us when they're evaluating whether to proceed with a major transformation or M&A integration before announcing publicly or allocating significant resources. This timing allows the assessment findings to inform your decision and approach while you still have maximum strategic flexibility. That said, we also work with organizations mid-transformation when they need an independent perspective on emerging challenges or governance oversight. 

The opposite, actually. Independent oversight often accelerates decisions by surfacing issues that would otherwise fester, providing an objective perspective that breaks deadlocks, and giving leadership confidence to make difficult calls. We are there to strengthen governance, not bureaucratize it. If the governance structure itself is creating bottlenecks, that's exactly the kind of issue we flag and help resolve. 

Three things: First, our focus on human-related, organizational readiness, and cultural dynamics rather than just technical or project dimensions. Second, our independence— we don't implement transformations, so our advice isn't influenced by delivery revenue. Third, our timing—we work upstream of implementation, helping identify risks while you still have strategic options, not when they've become execution crises. 

Integration teams execute the plan; we help ensure the plan is sound before they execute it. Our focus is on the organizational and cultural dimensions that often get insufficient attention.

Typically a 3-4 week engagement where we conduct stakeholder interviews, review your transformation strategy and business case, assess organizational readiness across multiple dimensions (leadership alignment, cultural compatibility, change capacity), identify strategic risks, and provide recommendations on whether to proceed, what approach fits your organization, and what gaps require attention before commitment. 

Experience includes leading people and systems integration work for large, complex transactions, most notably the $13B GSK/Pfizer Consumer Healthcare joint venture, post-deal integration across leadership alignment, organizational design, ERP integration, change capacity, and execution governance.

In addition, supported post-acquisition integration at Trotec Laser, working across leadership teams to align operating models, integrate financial systems, ways of working, and address cultural and capability gaps impacting execution. 

Both. During due diligence, we can assess cultural compatibility, identify integration complexity, and flag people-related risks that should influence deal structure or price. Post-close, we develop an integration strategy covering leadership alignment, organizational design, culture integration approach, talent retention, and communication strategy.

We measure our success by reduced risk, stronger alignment, and transformations that hold under pressure.

We mostly use fixed-fee pricing for assessments and project work (Transformation Readiness, M&A Integration Strategy, Health Checks) and monthly retainers for ongoing Governance Advisory. Pricing reflects the strategic value, complexity, and timeline—not hourly rates. We provide detailed proposals with transparent pricing after understanding your situation. Let’s discuss your specific needs during the introductory call, and we will provide a detailed proposal.