My client came to me with a high-level vision—but no clear path for turning it into something real. A new department had been created, with 400+ employees needing structure, direction, and shared standards. The stakes were high, and the disconnect was palpable.

Together, we built the foundation. We designed a training curriculum that met people where they were. We clarified key roles, documented essential workflows, and implemented systems that supported real-time data visibility. We also created governing bodies and communities of practice—anchoring the culture in collaboration, clarity, and accountability.

The results spoke for themselves: 100% of department employees were trained and equipped, every key product had a strategic roadmap, and the team reported a 27% increase in satisfaction alongside an 18% operational efficiency gain. Most importantly, all business goals were met that fiscal year.

This client’s Accounts Payable department was buried under rapid growth and years of patchwork solutions. Invoices were late, morale was low, and visibility into spend was almost nonexistent. They didn’t need a bandaid—they needed a full systems reset.

I stepped in to lead the transformation from the inside. We restructured the team, elevating top performers and aligning roles with real business needs. We overhauled invoicing workflows and implemented guardrails that brought consistency and confidence. Real-time dashboards replaced guesswork, and automation took care of the busywork.

Within months, the department saw a 40% reduction in operating costs and 100% on-time payments. Leadership had insight they could trust, and the team finally had the tools to succeed.

Disconnected tools. Manual workarounds. Teams navigating five different systems just to do one job. This client’s growth had outpaced its infrastructure—and it was costing them time, energy, and clarity.

Our work began with a single question: What would it feel like if everything just worked together? Using low-code platforms, we designed a connected ecosystem tailored to how the business actually operated. One core data model served as the spine. Seventy+ applications rolled out to 1,300+ users. Fragmentation gave way to flow.

Productivity climbed 27%, employee satisfaction hit 94%, and the new system saved millions through smarter portfolio management. With clarity restored, the team could focus on growth—not workarounds.

When a key leader left unexpectedly, this team of 8 was left adrift—tasked with managing a $162M product line and serving 200+ offices without clear direction. I stepped in as interim director to stabilize, refocus, and prepare them for scalable growth.

Together, we mapped a new strategic vision. I restructured the team around their strengths, clarified roles, and introduced performance frameworks to create shared momentum. Remote collaboration was reimagined. New training programs boosted compliance, and executive insights created new pathways for expansion.

The results: a 28% increase in pipeline, a 37% rise in program compliance, and a revitalized team with a roadmap for continued growth. The chaos gave way to clarity—and a structure the team could build on long after I stepped out.

A growing 15-person team was tasked with leading strategic growth initiatives—but lacked the systems, direction, and support to move them forward. With no project management infrastructure in place, priorities stalled and executive bandwidth became strained.

Over six months, a comprehensive project tracking system was developed in-house using Excel, supported by the creation of 75+ targeted KPIs spanning revenue, operations, marketing, and people. Team members received structured office hours, roadmap development support, and regular accountability check-ins to drive clarity and execution. Strategic guidance was provided on four high-impact initiatives, including CRM implementation, cost of goods reduction, marketing performance tracking, and the development of an executive dashboard.

Monthly and quarterly business reviews enhanced cross-functional visibility and decision-making. The result: over 15 key initiatives advanced, team accountability strengthened, and previously stalled workstreams achieved measurable traction—bringing renewed confidence to leadership and alignment across the organization.

Fleet operations had become the organization’s most escalated pain point. With eight people involved, no system in place, and 26 practice sites left frustrated and unsupported, the breakdown was costing more than just time—it was threatening portfolio retention and trust.

Through strategic analysis and cross-functional facilitation, I led a full operational redesign. We consolidated eight roles into one halftime position and implemented a low-code ticketing system in Quickbase to centralize intake, track resolution, and enable real-time vendor accountability. KPIs, SLAs, escalation protocols, and dashboards were introduced, along with policies and clear RACI charts.

Key outcomes:

• 1 unified point of contact replaced 8 fragmented roles

• 64–96 labor hours/month reallocated → $44K–$66K in annual savings

• Vendor performance now managed through monthly data reviews

• Clear reduction in escalations and increased site satisfaction

• Seamless transition to internal ownership with full documentation and training

This transformation brought structure, visibility, and restored confidence to a system that had long been a source of chaos.