The firm had just brought on a new managing partner and decided to expand into an adjacent vertical. The plan was clear on paper but already drifting in execution: working teams were prioritizing differently, the timeline had slipped twice, and the leadership team was rehashing the same three decisions every week.
We spent the first two weeks listening — twelve interviews, a review of the last six weeks of meeting notes, and a quick instrumentation pass on the launch metrics. The diagnosis was straightforward but painful: the new strategic priorities had not been translated into clear weekly commitments at the team level, and the leadership team’s review was reporting on activity rather than progress.
We rebuilt the operating cadence around two things — a single weekly leadership review with explicit decision rights, and a launch dashboard that the working team owned and updated themselves. Both took four weeks to implement and two more to stabilize.
The launch shipped on the original date. The leadership team’s self-reported alignment score rose 38 percent over the engagement, and the new cadence has held through the first two quarters of operation in the new vertical.
