Consulting
Advice that treats people as a strategy question
We work in the space where business strategy and talent meet: workforce planning, organization design, and the transformations that make both real. Everything we advise is the same logic our assessment tools encode.
How we work
Data first, hypotheses fast, decisions owned by the client. No hundred-page decks that die on the shelf.
- 01
Diagnose
We build the fact base: strategy, demand drivers, critical roles, and current capability — often using our own diagnostic tools.
- 02
Design
Options priced in cost, risk, and speed. We pressure-test each scenario against the strategy until one is clearly the answer.
- 03
Deliver
You own the plan. We stand it up with you, train your team to run it, and stay for the first operating reviews.
Flagship practice
Strategic Workforce Planning
A structured way to answer the question every CEO eventually asks: “do we have the people — and the plan — to deliver the strategy?” We answer it with analysis, not opinion.
The problem it solves
- Headcount is treated as a budget line, reviewed once a year, with no connection to where the business is actually going.
- Critical roles have no succession depth, and the plan for tomorrow is built from today's org chart.
Our approach
- Anchor the plan to the business strategy, not the budget. We model future demand from revenue and capability drivers, role by role.
- Price every scenario in cost, risk, and time-to-hire so leadership can compare options — grow, buy, build, borrow, or redesign.
- Turn the output into a live operating cadence: decision rights, triggers, and a workforce review your team can run without us.
What you take away
- —3–5 year workforce demand & supply model with scenario views
- —Critical-role inventory with succession and flight-risk scoring
- —Skills gap sizing with a build vs. buy cost model
- —Board-ready narrative pack and quarterly review cadence
Reduced critical-role vacancy time by 41% and cut avoidable hiring spend by $18M over two years.
A five-year plan surfaced that two of three 'hard-to-fill' roles were actually re-skilling gaps, not supply gaps. Reframing the hiring plan into a build-and-move plan delivered faster fills at a fraction of the cost.
Other ways we help
Adjacent practices that plug into the same planning logic.
Bring us your workforce question
A diagnostic, a full plan, or a second opinion on a headcount decision — tell us where you are and we will tell you how we would start.