Strategic Transformation Jedi™

Bridge the gap between strategic intent and execution reality.

Is your organization ready to deliver results despite strategy overload, change fatigue, or internal misalignment?

80% of executives believe that their transformations will succeed, but less than 40% actually do (Gartner). Instead of bringing intended efficiencies, producing better customer experience or employee engagement, change initiatives often add costs,  complexity and frustration. 

I work with business leaders and their teams to put strategic initiatives back on track and deliver visible progress fast. By blending strategic insight, operational cross-industry experience, and a human, collaborative approach, I uncover root causes behind stalled transformation projects and co-create the path forward.

Strategic Transformation Jedi™

A strategy activation program for mid-sized and large organizations undergoing complex business transformations due to:

  • New technology adoption
  • Post-merger integration
  • Strategic partnerships setup
  • Sustainable strategy rollout
  • Underperforming business unit turnaround.

I intervene at the mid-point: where the vision is clear but traction is missing, resulting in slow progress and budget overrun.

During 90 days, I work side by side with you and your team to:

  • Spot where and why execu4on is breaking down
  • Brainstorm and co-design a new playbook
  • Get your leadership team aligned on the priorities
  • Rebuild team’s clarity, ownership, and motivation.

Because people do not buy into what they did not help build.

3-stage program to fit your business context.

1. Jam Diagnostic Sessions

A rapid 360°audit with document review and key stakeholder interviews.
Deliverables: Friction Map and Executive Brief on what’s unclear, misaligned or broken.

2. Turnaround Co-creation

A series of brainstorming workshops, analytical work, and feedback loops to get people unstuck.
Deliverable: Multidimentional Action Playbook.

3.Ownership Transfer

A dynamic share of learnings, definition of accountabilty, and assurance of leadership support.
Deliverable: Facilitated Team Activation Workshop.

Why work together?

  • I’ve been in your shoes. From C-level strategy to on-the-ground sales, I’ve worked inside matrix multinational companies. I’ve learned to navigate politics, silos, distractions, and shifting priorities to get the things done.
  • I’m more then a consultant. During my 20+ years career, I’ve negotiated contracts, built partnerships, entered new markets, managed teams, led transformations. I know how things work and why they often don’t.
  • I speak multiple business languages. Strategic Planning. Sales. Market Development. Project Management. Sustainability. M&As. Legal. Board Advisory. I bring them all together. Seamlessly. 
  • I deliver results. Motivated by challenge, I’ve built a track record of success in complex transformation projects. Clients appreciate my clarity, energy, ability to challenge constructively and communicate engagingly.

If you are sick of the “consult speak” and want a sharp, pragmatic and relevant solution for your business, get in touch and let’s exchange.

Cusomer success stories.

#1. Troublesome CRM adoption

Value added: Business process redesign

Problem:
A fast-growing IT company decided to implement a CRM system to improve cross-functional collaboration, speed of decision-making and, ultimately, customer satisfaction. Despite the fact that CRM requirements were validated by functional heads, the adoption was slow, resulting in missed market opportunities and unrealized ROI.

Action:
Through a series of interviews and cross-functional workshops, I mapped current workflows, identified friction points and resistance drivers. The underlaying issue was due to transversal CRM system being disconnected from siloed functional operations. Hence I worked closely with company’s leadership and operational teams to redesign key internal processes: management of sales pipleline, standardization of commercial offers, and deal approval process.
On the people side, I leveraged PROSCI methodology to accompany change management with feedback surveys, as well as tailored tools and trainings to ensure teams adopted new ways of working, including the CRM system.

Results:
The company significantly improved internal coordination and decision-making:

  • Standardized processes reduced errors and delays.
  • The new CRM enabled faster, more transparent sales cycles.
  • Cross-functional collaboration enabled smoother project delivery and stronger customer satisfaction.
  • Executive decision-making became faster and more data-driven, supporting growth without compromising internal alignment or cost discipline.

#2. Post-merger integration issues

Value added: Change resistance drop

Problem:
A global tech company was integrating an acquired complementary business into its operations, but the change implementation was slow and painful. The commercial function, in particular, lacked buy- in due to overlapping customer accounts. Top-down HQ decision on the account ownership faced both open and quiet resistance from the “acquired” sales team. The customer satisfaction was sliding, jeopardizing both renewals and new commercial deals.

Action:
I partnered with the executive sponsor to create a tailored change strategy using the PROSCI methodology. At first, I conducted ADKAR-based assessments and stakeholder interviews to identify root causes of resistance. The next steps was to identify common value drivers and account-specific success factors, working together with the sponsor, regional sales VPs, and local teams. Finally, I co- designed a new organizational structure and roles, further refined through a series of workshops.

Result:
Sales operations became integrated and agile:

  • Value-based account distribution reduced frictions and resistance.
  • Integrated performance KPIs increased collaboration.
  • Transparent processes and structure improved team moral and motivation.
  • Clear roles enabled coherent customer communication, resulting in increased revenue.

#3. Underperforming partnership

Value added: Resolved partner deadlock

Problem:
A strategic joint venture between global corporation and a local startup in the food industry was in financial troubles. Greenfield plant construction faced delays, budget overruns, and missed revenue. That negatively affected trust and partner relations. Even aXer the plant commisioning, the issues persisted. Communication deadlocks, delayed decisions, and disputes over commercial strategy and pricing further undermined the JV’s viability.

Action:
I led a root-cause analysis of performance gaps, beginning with an inventory of outstanding issues. After a series of interviews with JV partners, it became clear that lack of trust prevented progress in resolving any operational issues. Following my advice, the JV partners called in a commercial mediator to iron out relationship issues. Furter, with my facilitation, partners agreed on their roles and responsibilities, as well as commercial and reporting guidelines. The JV governance was formalized, taking into account interests and constrains of both parties. Quarterly face-to-face leadership meetings, including at the plant location, became non-negotiable.

Results:
Repaired partner relations led to JV profitability:

  • Plant efficiency improved thanks to best global industrial practices being adapted locally.
  • Joint transparent reporting reinforced operational discipline, reducing costs.
  • Local market insights blended with global partner distribution helped increase JV revenue.
  • Improved collaboration opened doors to new commercial opportunities in adjacent product categories.

#4. Disconnected ESG strategy

Value added: Sustainability ownership built

Problem:
A large consumer good company company launched a centralized sustainability program. However, business units perceived it as a compliance burden, adding cost and complexity without clear business benefit. As a result, local management struggled to engage with ESG team. The rollout milestones were missed, and the ESG team felt burned out and demotivated. Company’s reputation was at risk.

Action:
Through interviews, BU workshops, and stakeholder mapping, I identified the root issue: sustainability goals were disconnected from business strategy and P&L accountability. Therefore, I worked with the executive and operational teams to embed sustainability into core decision-making. This included linking measurable and realistic sustainability KPIs to key company activities, such as product development. Additionally, we aligned ESG initiatives with efficiency and growth objectives for each BU. To accompany the change, I applied ADKAR methodology to drive adoption via awareness campaigns, tailored trainings, and continuous feedback loops.

Results:
Sustainability became a strategy enabler:

  • Operational costs decreased due to reduction of waste and packaging materials.
  • Cross-functional and BU engagement improved adoption of sustainable practices companywide.
  • ESG commitment stupported brand equity and premium pricing, protecting revenue.
  • New product pipeline reflected consumer demand, strengthening portfolio growth.
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