Consultancy
Alignment and direction.
Guidance for groups after change and disruption.
After a merger, a layoff, a founder exit, or any real disruption, what usually goes missing first is a shared story: some working, agreed-on account of what happened and what it means. Leadership has a version of it, whoever stayed has another, and whoever left usually has a third, and they rarely match. That mismatch runs underneath the roles and the org chart long after the all-hands and the memo, and it's often what's actually being managed while everyone assumes they're simply living their normal working lives.
Most engagements focus only on the visible layer of new messaging, a refreshed deck of values, a plan for how to talk about the reorg. This work should start a step earlier: conversations with people across the organization, leadership and everyone below them, to find out why and how something is happening and where information diverges. What comes out of that is a single narrative all sides can recognize as true. Then all of it gets shared as one message, in a human way. Allowing for questions, answers, sense-making.
Organizational sense-making
After a change
Getting a team, a function, or an entire company back into the same conversation after a period of significant change, when everyone is working from a slightly different version of what happened and what it meant.
Transition and succession
Founder exits, leadership changes, mergers and integrations. The stretch where an organization has a new structure and no shared account of itself.
What remains after layoffs
The people who remain are absorbing loss, extra workload, and a quiet question about whether any of it holds. Almost no company addresses this. Most respond by asking for more output and hoping the mood passes. It does not pass; it just goes underground and shows up later as attrition.
Middle Management
The people relaying leadership's official account to a team that's living the unofficial one, usually with no support and no language for either.
The Followup
A check-in at 60 and 90 days, not a single pass. What actually held tends to show up only once everyone's had time to go back to work and see what changed.
A note on scope. This is a small part of the practice by choice, and I take on a few engagements a year. The fit is best when the question is genuinely about what the organization is, rather than how it presents.
Ask about organizational workAlso, currently accepting
Identity work that ends in something you can use.
Messaging, positioning, written material, and the websites and assets that carry it — usually for someone rebuilding a professional identity after a change of their own. It is production-heavy work, so I keep it limited.