Case Studies
A Executive Director of an environmental organization.
The organization was growing and the related demands on the ED were increasing. The ED was wearing too many hats and had too many direct reports, limiting the support and guidance they could give to each.
As a Fractional COO, we works on a series of projects that increased the internal capacity and sustainability of the organization. Projects included setting up a Senior Leadership Team and related restructuring, a planning framework, management training, and hiring and onboarding of a permanent Director of Operations.
The organization now had a distributed leadership model where alignment and accountabilities were clear, enabling the organization to sustainably deliver on their important mission.
A CEO of a social purpose consulting enterprise.
With an increase in service demand, the organization was scaling from 4 to 14 employees. The current systems were not designed for scale and the CEO wanted to ensure that client experience remained positive, the new staff were supported and that data and reports be available for decision making.
We developed a digital strategy and implemented a new fully integration system which streamlined processes and centralized the data.
The CEO had the confidence that the team had the resources necessary to deliver on client projects and they also had the information they needed to make decision.
A Vice President of Operations at a large North American mental health organization.
The young organization was growing rapidly and staff were wasting time trying to get the information they needed for client and project contracts. The VP had a small operations team and didn't have the time address these internal communications challenges.
To put in place a new integrated new systems, including Customer Relationship Management (CRM), a project management tool and a document management strategy to form the operational foundation.
The internal systems were put in place to support staff to work more effectively, and in turn furthered supported the delivery of the the organization's goals.
The CEO of a Social Innovation organization.
The organization was separating from its parent organization and the CEO didn't have the capacity to complete all the related work. The agreed upon deadline for the separation was fast approaching and she was concerned about having the agreements and operational systems in place in time.
We led and project managed the separation of the two entities, including the related legal agreements. A digital strategy was developed in partnership with the Operations Manager, and we started the implementation of the plan.
The two entities separated by the agreed upon date and the organization had their own new digital systems in place. All occurred with minimal time requirement from the CEO, enabling her to focus her attention on the ongoing program development and implementation.