Case Study 1: Technology Adoption & Change Management
Global SAP/ERP Implementation - $14M International Rollout
Client: International Security Firm
Industry: Security & Professional Services
Project Scope: $14M SAP/ERP implementation across multiple international regions
The Challenge:
The client was launching a $14 million SAP/ERP system across multiple international regions to standardize operations and improve efficiency. The stakes were high—failed ERP implementations are notorious for cost overruns, delayed adoption, and user resistance. With diverse user groups across countries, languages, and operational contexts, the organization needed a training and change strategy to ensure seamless adoption and system use from day one.
My Approach:
As the lead for instructional design, I was responsible for developing the training strategy and materials that would prepare users across all regions for the new system. My approach included:
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User analysis: Conducted stakeholder interviews to understand different user groups, their technical capabilities, and specific workflow requirements
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Instructional design: Designed role-specific training modules tailored to different user personas (finance, operations, HR, etc.)
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Multi-modal delivery: Created a blended learning approach combining eLearning, instructor-led training, and job aids to accommodate different learning preferences and time zones
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Change management integration: Worked closely with change management teams to align training with ADKAR milestones and communication strategies
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Localization: Adapted training materials for international audiences, accounting for language and cultural differences
Results:
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Seamless transition with full system adoption across all international regions
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On-time, on-budget launch of the $14M implementation
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Recognition from U.K. VP for delivery excellence
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Zero critical issues during go-live related to user readiness
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Sustainable adoption with users confident in system navigation and core processes
Key Takeaway:
Technology implementations succeed when training is designed around real user needs, not just system features. By tailoring the approach to different roles and regions, we ensured that users saw the ERP as a tool that made their jobs easier—not another burden to resist.
Case Study 2: Leadership Development & Talent Strategy
Career Pathway Program - 279% Training Increase & Turnover Reduction
Client: Global Automotive Parts Manufacturer
Industry: Manufacturing
Scope: Multi-plant leadership development and career progression initiative
The Challenge:
The organization faced two significant issues: high voluntary turnover, especially within the first 90 days, and an unclear career progression for hourly and technical employees. High-performing associates struggled to find a clear path forward, which led to disengagement and attrition. Additionally, gaps in leadership capabilities were impacting throughput, efficiency, and team performance across several plants.
My Approach:
I designed and implemented a multi-phased solution focusing on both leadership development and career progression:
Phase 1: Leadership Development Program
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Conducted a competency analysis to identify specific gaps in leadership skills.
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Designed a multi-phase Leadership Development Program with modules addressing the capabilities of frontline and mid-level leaders.
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Partnered with Purdue Polytechnic to deliver a Management Leadership Program for over 200 leaders across five sites.
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Established a measurement framework to track the program's impact on turnover, engagement, and operational metrics.
Phase 2: Career Pathway Program
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Led a comprehensive job/task analysis across all four plants to map technical competencies.
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Developed clear career progression pathways for hourly associates to advance into technical roles.
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Launched a "Training the Trainer" initiative to build internal capabilities for ongoing development.
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Created visible milestones to help employees recognize their advancement opportunities.
Results:
Leadership Development:
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Achieved a 28.7% reduction in 90-day voluntary turnover in the first quarter following the program's launch.
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Over 200 leaders completed the Management Leadership Program.
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Saved $15,000 through a contract negotiation with Purdue.
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Measured a cultural shift towards development and continuous improvement.
Career Pathway Program:**
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Promoted over 30 hourly associates to key technical roles.
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50% of pathway participants received promotions within their first year.
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Increased training participation by 279% as employees engaged with development opportunities.
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Saved $140,000 by developing in-house programs rather than using external vendors.
Key Takeaway:
Employee retention and engagement improve when individuals can envision a future with the organization. By establishing transparent career pathways and investing in leadership capabilities, we not only reduced turnover but also fostered a culture where employees wanted to grow and remain with the company. Individuals can envision a future with the organization. By establishing transparent career pathways and investing in leadership capabilities, we not only reduced turnover but also fostered a culture where employees wanted to grow and remain with the company.
Case Study 3: M&A Integration & Organizational Restructuring
Shared Service Center Scaling - 560% Capacity Increase
Client: $700M Roofing Enterprise (13 Acquired Business Units)
Industry: Construction & Manufacturing
Project Scope: Organizational restructuring and shared service center transformation
The Challenge:
A $700 million roofing company had rapidly expanded through acquisitions, bringing together 13 separate business units, each with its own processes, systems, and culture. This led to organizational fragmentation, inefficient operations, and a struggling shared service center that needed to support an increase in workforce from 5,000 to 33,000 employees. Leadership sought clarity on how to structure the organization to balance centralized efficiency with local autonomy while also retaining key talent.
My Approach:
I led a comprehensive assessment and restructuring initiative with the following steps
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Stakeholder Analysis: Conducted interviews with 28 stakeholders across all business units to identify pain points, workflow challenges, and cultural dynamics.
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Organizational Diagnosis: Analyzed the current structure, governance models, reporting relationships, and process inefficiencies.
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Data-Driven Design: Utilized qualitative and quantitative data to develop multiple restructuring scenarios, clearly outlining the trade-offs involved in each.
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Talent Management Framework: Designed strategies for retaining key talent and succession planning for critical roles throughout the transition.
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Governance Model: Created a hybrid governance structure that provided centralized oversight while still allowing local decision-making autonomy.
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Implementation Roadmap: Delivered a phased approach to minimize disruption and allow for necessary adjustments.
Results:
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Achieved a 560% increase in capacity by scaling the shared service center from 5,000 to 33,000 employees.
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Elevated the company’s status from a Top 5 contractor to a premier contractor in the market.
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Experienced zero loss of key talent during the restructuring process.
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Established a balanced structure that attained centralized efficiency without compromising local responsiveness.
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Developed a clear governance model that reduced decision-making friction and enhanced accountability.
Key Takeaway:
Successful M&A integration is not about forcing acquired companies into a single format; it’s about designing structures that respect local practices while capturing enterprise-wide efficiencies. By utilizing data to guide the design and engaging stakeholders throughout the process, we created a scalable organization capable of continued growth.
Case Study 4: Research-Based Organizational Problem Solving
Multi-Billion-Dollar Organizational Redesign - 13 Business Unit Integration
Client: Fortune 500 Pharmaceutical Company
Industry: Pharmaceutical Manufacturing
Project Scope: Organizational design during the complex merger of competing business units
The Challenge:
Two competing pharmaceutical business units within the same Fortune 500 company were being merged—a high-stakes integration involving cultural clashes, overlapping roles, leadership tensions, and employee uncertainty. The merger risked losing critical talent, disrupting operations, and failing to capture the intended synergies. Leadership needed a structured, evidence-based approach to guide the integration and ensure both engagement and adoption across the merged entity.
My Approach:
As the Organizational Change Management (OCM) Lead Consultant, I designed and executed a research-based integration strategy:
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12-dimensional organizational analysis: Conducted a comprehensive assessment across structure, culture, processes, leadership, talent, communication, and other critical dimensions
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Stakeholder engagement: Facilitated interviews and focus groups to surface concerns, resistance points, and integration risks
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ADKAR-based change strategy: Applied the ADKAR framework (Awareness, Desire, Knowledge, Ability, Reinforcement) to guide employees through the transition
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Gap analysis: Identified engagement and adoption gaps using validated assessment tools and employee surveys
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Targeted interventions: Designed specific interventions to close gaps—leadership alignment sessions, communication campaigns, role clarification workshops, and cultural integration activities
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Measurement framework: Established metrics to track engagement, adoption, and talent retention throughout the merger
Results:
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94% engagement gap closure: Nearly eliminated initial engagement deficits through targeted interventions
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77% adoption gap closure: Significantly improved system and process adoption rates
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Zero key talent loss: Retained all critical talent through the merger
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Successful cultural integration: Created a unified culture while preserving strengths from both legacy organizations
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Scalable organizational structure: A designed structure that could accommodate future growth and additional acquisitions
Key Takeaway:
Mergers fail when organizations rely on assumptions instead of data. By conducting rigorous organizational diagnosis and using evidence-based frameworks, we didn't just manage the merger—we turned two competing units into a cohesive, high-performing organization.
Case Study 5: Training Strategy & Instructional Design
Maintenance Technician Training Program - $2,915 ROI Per Associate
Client: Manufacturing Enterprise
Industry: Manufacturing
Project Scope: Technical training program redesign with measurable ROI
The Challenge:
The organization was experiencing operational inefficiencies due to skill gaps among maintenance technicians. Equipment downtime was costly, troubleshooting took too long, and the company was relying heavily on external contractors for maintenance work that should have been handled internally. Existing training was generic, not role-specific, and failed to address the actual competencies technicians needed to perform effectively. Leadership needed a training solution that would deliver measurable business impact—not just completion certificates.
My Approach:
I designed a comprehensive, competency-based training program using instructional design best practices:
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Job/task analysis: Conducted a detailed analysis of maintenance technician roles to identify critical skills, knowledge gaps, and performance requirements
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Competency mapping: Defined specific technical competencies required for different equipment types and maintenance scenarios
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Curriculum design: Created a modular training program combining classroom instruction, hands-on simulations, and on-the-job application
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Training the Trainer: Built internal capability by certifying frontline supervisors and senior technicians to deliver ongoing training
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Assessment and validation: Designed skills assessments to measure competency before and after training
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ROI measurement: Established metrics to track training impact—equipment uptime, mean time to repair (MTTR), contractor costs, and productivity gains
Results:
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$2,915.63 ROI per associate: Documented financial return through reduced downtime, improved efficiency, and decreased reliance on external contractors
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Operational gains: Measurable improvements in equipment uptime and faster troubleshooting
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Reduced contractor costs: Internal technicians handled work previously outsourced.
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Improved technician confidence: Skills assessments showed significant competency gains post-training
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Sustainable capability: "Training the Trainer" model ensured ongoing development without external dependency.
Key Takeaway:
Training delivers ROI when it's designed around real job requirements and measured against business outcomes. By focusing on the specific skills that drive operational performance, we turned training from a cost center into a value driver.
Case Study 6: Talent Optimization & Retention
Leadership Assessment Protocol - Psychometrically Validated Partner Selection
Client: Fortune 1000 Accounting Firm
Industry: Professional Services
Project Scope: Design and validation of leadership assessment for succession planning
The Challenge:
The firm's partner promotion process lacked structure and objectivity, leading to bias, inconsistent decisions, and concerns about whether the right leaders were being selected for partnership. Without a validated assessment tool, the firm risked promoting individuals based on relationships or subjective impressions rather than leadership capability. They needed a rigorous, evidence-based assessment protocol that would identify high-potential candidates, inform succession planning, and provide data for targeted executive coaching.
My Approach:
I designed a psychometrically validated leadership assessment using Industrial-Organizational Psychology best practices:
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Competency modeling: Conducted job analysis and stakeholder interviews to identify critical leadership competencies for partner-level roles (strategic thinking, client relationship management, business development, team leadership, etc.)
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Assessment design: Selected and customized validated assessment instruments (behavioral interviews, situational judgment tests, personality assessments, 360-degree feedback)
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Psychometric validation: Ensured assessment reliability and validity through pilot testing and statistical analysis
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Scoring rubrics: Developed objective scoring criteria to reduce bias and improve decision consistency
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Integration with succession planning: Designed assessment protocol to feed directly into succession planning discussions and leadership development plans
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Coaching integration: Created feedback reports that informed targeted executive coaching interventions
Results:
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Eliminated promotion bias: Objective, validated assessment replaced subjective decision-making
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Executive assessment protocol: The firm now had a structured tool for evaluating partner-level leadership capability
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Informed succession planning: Assessment data provided clear visibility into leadership bench strength
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Targeted coaching interventions: Results identified specific development areas for high-potential leaders
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Improved decision quality: Leadership confidence in promotion decisions increased due to a data-driven approach
Key Takeaway:
Talent decisions are too important to leave to gut feel. By applying rigorous assessment methodologies, we gave the firm a fair, objective way to identify and develop future leaders—reducing bias and improving leadership quality.