01
We translate the change into decisions and owners
We map roles, decision rights and which priorities stop, start and continue, so the new organisation exists in practice.
Who We Help
Companies undergoing transformation
Most transformations are decided in a few weeks and absorbed over many months. The gap between the two is where momentum is lost.
The problem
A new strategy, a reorganisation, a post-acquisition integration or a new CEO redraws the company on paper, but daily reality changes more slowly: old priorities run alongside new ones, people are unsure who decides what and management routines still reflect the old organisation. Without a deliberate plan to align people and systems, the change stays in the announcement and the business pays for it in confusion and lost pace.
- 01The new strategy has been communicated, but teams still work to the old priorities.
- 02After the reorganisation, nobody is sure who decides what.
- 03Two ways of working coexist after an integration, and both are slower.
- 04Key people are uncertain about their role and start to disengage.
- 05Leadership spends its time explaining the change rather than running it.
How it works
How we approach it
02
We align leaders before we ask teams to move
Leadership agrees one story, one set of priorities and its own role, and managers get what they need to lead the change.
03
We rebuild the management system around the new organisation
Meetings, KPIs, planning and reporting are redesigned for the new structure and run with teams until they are routine.
What changes
A change that shows up in how the company decides, plans and works, not only in the announcement.
- Roles and decision rights clear in the new organisation
- A leadership team aligned on priorities and narrative
- Management routines redesigned for the new structure
- Change embedded in daily work rather than left in a plan
Services usually relevant here
Change Management & Organisational Alignment
Making a new system land with the people who have to live it.
Leadership Operating System
How the leadership team meets, reviews, decides and holds itself to account.
Company Operating System
One management system for priorities, goals, metrics, owners and cadence.
Fractional COO & Chief of Staff
Senior operating leadership alongside the CEO, without a full-time hire.
Related reading
Scaling & Founders7 min read
How to reduce founder dependency as your business scales
Founder dependency is an operating problem before it is a personal one. Four systems take over what the founder does in their head: priorities, decision rights, cadence and KPIs.
Francisco Campos
Scaling & Founders7 min read
Fractional COO vs Chief of Staff: which does your business need?
A fractional COO fixes how the business runs. A chief of staff fixes how the leadership agenda gets done. Picking the wrong one solves a problem you do not have.
Francisco Campos
Leadership & Cadence8 min read
The weekly leadership meeting: agenda, structure and best practices
A weekly leadership meeting earns its slot when it solves problems instead of collecting updates. A fixed agenda, three roles, an issues list and a written log of decisions.
Ana Reis
Your company has changed. Has the way it runs caught up?
The Operating Assessment establishes where execution is constrained, and what to fix first.
Who you will speak with
Francisco Campos
Co-founder · Strategy, Operations & Execution
Helps clarify priorities, structure teams and connect organisation design with business execution.
Ana Reis
Co-founder · Leadership, People & Change
Designs and implements People systems, from performance and careers to everyday management routines.
First conversation · 30 minutes
Tell us what is happening
Free and without obligation. Ana and Francisco reply personally.