Individual and organizational change are the same science. Transformations fail because companies keep forgetting that.
I spent nearly 30 years inside organizations responsible for making transformation work, from the intelligence community to the Big Four. Across all of it, I saw the same pattern: change designed to make executives feel in control, while the people living it feel worse. I started this practice for one reason.
To change how companies change.
So employees get the experience they need and the business gets the performance it wants.
LinkedIn Top Voice
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Forbes Business Council
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Author, Rethinking Change Management National Workforce Study
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Author, CHANGE
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As seen in Reuters
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USA Today
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Host, The Top Voice Podcast
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LinkedIn Top Voice • Forbes Business Council • Author, Rethinking Change Management National Workforce Study • Author, CHANGE • As seen in Reuters • USA Today • Host, The Top Voice Podcast •
The Proof
How do we know employees aren't getting what they need? Because 1,000 workers told us what no one had asked them.
We asked what they need to adapt to change, and what their organizations actually provide. There was zero overlap.
Organizations send emails, deliver training, and run town halls. Workers need time to practice, honest feedback, and a coach or mentor in the room with them. Not one item in common. Everything on the first list is something done to people. Everything on the second is something done by people.
Despite decades of effort, organizations have not delivered the transformational results they promised. Your people already know what works. They are just not being listened to.
That is where real change starts.
You've probably been here before.
Most leaders find their way to this work one of three ways.
You think about change differently than most, and you want an approach that finally matches how people actually adapt.
You've run the established playbooks, big consultancies included, and you're tired of paying for change that doesn't last.
You sense the usual methods are missing something, and you're looking for a sharper way to understand why.
Learn how change actually works.
Bring this work to your organization.
About
A different kind of background for this kind of work.
I started as an intelligence analyst with the Defense Intelligence Agency, where I learned what it means to ask the right question, not just the obvious one. Then 13 years at Booz Allen Hamilton, building consulting teams and learning what organizational culture actually requires. Then more than a decade across the Big Four, leading large-scale transformation programs at EY and KPMG, close enough to the work to see where the frameworks stop and the real challenge begins.
Across all of it, I kept seeing the same thing. The frameworks were tidy. The rollouts were coordinated. And the change still didn't last.
Two years ago I started this practice to do it differently. Grounded in behavior science, anchored by original research, and delivered by someone in the room with your team, not just presenting to them.
For all the firms and titles, I'm someone who can't stop thinking about how people actually change. That's what I bring to your team.