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Just because you can, doesn’t mean you should.

While considering all the different ways you can expand, it’s hard to distinguish which paths are viable and which to pass on.

Capability Building

How it works

With Capability Building, we work on seeing the full picture of what is required and how you’ll get there.

Thoughtful assessment through the lens of capabilities
Craft an easy to execute plan to maximize resources and teams
Resolve challenges and deliver the plan with you

Operational challenges don’t have to derail your mission.

Tapping extensive experience across diverse organizations, I specialize in turning uncertain situations into sustainable expansion.

 

I bring fresh eyes to the inner workings of your organization, illuminating blind spots and creating clear pathways forward. Through thoughtful assessment and practical planning, I’ll help you resolve existing financial and team challenges so we can implement your roadmap to growth.

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This is for you if...

We have stalled projects and failed launches
We hired fast and now there's misalignment​
Our vision is bigger than we can manage or deliver

Case Studies

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Building a PMO
from zero

A fast-growing pharmacy startup had no formal process to manage customer implementations. I took time with each expert operator to build a consistent pharmacy implementation plan and process, along with sales and supporting information sharing in cloud-based tools. With these new processes, they were able to meet the demand of their overflowing customer pipeline and add new roles. 

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Teaching an executive team to prioritize 

Leadership had no repeatable way to prioritize innovation investments. I built and facilitated workshops to teach them how to define objectives, strategic drivers, and OKRs. Then built and taught them a customized prioritization framework they could repeat on their own. Leadership gained a durable process to manage their innovation portfolio going forward. 

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Designing a new EPMO 

A newly hired tech executive had no visibility into strategic planning or the tech portfolio. I focused on designing and build a portfolio and planning process to advance the IT PMO into a full EPMO, including designing and hiring the new Director role to run it. Done by meeting with each executive and diving into each division's needs from the IT team, to create a process that integrated well with the new strategic planning process I helped build. 

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This might answer the question you’ve been overthinking

FAQs

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