Our work
Whenever we tell someone "we're a human-centered management consulting company," we find that doesn't communicate what it is we actually do. So, here are some examples of our work. Read them in whatever order appeals to you.
Redesigning Intake and Prioritization to Enhance Portfolio Performance
The client:
A multinational food and beverage company known for its premium coffee offerings and expansive store network
When:
2025
This team needed to improve their technology-related intake request process to create better stakeholder visibility and alignment with less effort and more predictability. Following recent organizational changes, the existing process had become fragmented and, too often, led to delays and misrouted requests. They wanted to improve visibility for stakeholders and shorten cycle times—without adding new resources.
We enhanced the intake form to better serve both requesters and receivers. We aligned the prioritized portfolio of products and services with the intake form to enable accurate routing and prioritization. We defined and mapped a distributed intake model, ensuring that requests were automatically directed to the appropriate receiver to initiate the prioritization and delivery process.
How we did It:
We began by mapping the current intake process to identify what was working and where improvements were needed. Through initial research, we identified gaps and opportunities for streamlining the workflow.
We partnered closely with the team through a series of working sessions and targeted conversations to co-create a future state intake process. These collaborative efforts helped us surface key pain points and refine the intake form to better meet the needs of both requesters and receivers. As part of this work, we introduced early concepts for request review by product and service managers, as well as escalation points of contact. Through iterative prototyping cycles, we defined and validated the new process—acting temporarily as a centralized intake team to test routing logic, user experience, and operational fit.
To support rollout, we facilitated training sessions, hosted Q&A forums, and established a dedicated Slack channel for collaboration. Communications were shared across multiple channels to ensure visibility and engagement.
This work provided the team with a scalable, user-centered intake and prioritization model that restored operational clarity and empowered teams to manage requests more effectively.
Designing a Process Map and Shared Taxonomy to Align Cross-Team and Cross-Organization Objectives
The client:
A large, global online retailer and distributor
When:
2022
This team needed a shared taxonomy to align their team and cross-organization objectives. We delivered a simple, fit-for-purpose Salesforce design that supported program management, information visibility and sharing across team members, and reporting in order to catalyze better team collaboration and reduce duplicate data entries and siloed documentation.
How we did It:
We conducted qualitative interviews with team members to surface their current workflow for documenting project and program progress in order to determine what was working well and what were opportunities for standardization and process improvement. We also took a deep dive into program documentation to explore types of information that was currently documented, what the steps were for processing and approving new requests, the review structure required, and the relevant documented sign-offs for each program. Leveraging our research, we developed a series of value propositions to surface assumptions, expectations, and business value for each user group. We also developed a program concept that captured key phases, handoffs, and use cases in order to determine appropriate Salesforce capabilities to leverage in order to support work taking place in each phase.
Beginning with one program and expanding to two, we developed a process map to model the process for ingestion, qualification, and program execution in order to surface the optimal strategy to document program data in a central Salesforce location. In addition to this, we mapped all current state data attributes stored across platforms into an organized hierarchy and taxonomy.
We then leveraged the process map to design automation for intake, approvals, and ongoing management of new applications. Across all three programs, we ensured taxonomy alignment and collaborative capabilities across team members. We iterated on these concepts and prototypes and incorporated team feedback to reflect current state requirements and aspirational future state experience. We tested our assumptions with team members to ensure that the attributes, data structure, and overall taxonomy aligned with program management needs and approach. Lastly, we developed a prioritized backlog for Salesforce development that delivered immediate business value and accounted for future needs
Redesigning Intake and Prioritization to Enhance Portfolio Performance
The client:
A multinational food and beverage company known for its premium coffee offerings and expansive store network
When:
2025
This team needed to improve their technology-related intake request process to create better stakeholder visibility and alignment with less effort and more predictability. Following recent organizational changes, the existing process had become fragmented and, too often, led to delays and misrouted requests. They wanted to improve visibility for stakeholders and shorten cycle times—without adding new resources.
We enhanced the intake form to better serve both requesters and receivers. We aligned the prioritized portfolio of products and services with the intake form to enable accurate routing and prioritization. We defined and mapped a distributed intake model, ensuring that requests were automatically directed to the appropriate receiver to initiate the prioritization and delivery process.
How we did It:
We began by mapping the current intake process to identify what was working and where improvements were needed. Through initial research, we identified gaps and opportunities for streamlining the workflow.
We partnered closely with the team through a series of working sessions and targeted conversations to co-create a future state intake process. These collaborative efforts helped us surface key pain points and refine the intake form to better meet the needs of both requesters and receivers. As part of this work, we introduced early concepts for request review by product and service managers, as well as escalation points of contact. Through iterative prototyping cycles, we defined and validated the new process—acting temporarily as a centralized intake team to test routing logic, user experience, and operational fit.
To support rollout, we facilitated training sessions, hosted Q&A forums, and established a dedicated Slack channel for collaboration. Communications were shared across multiple channels to ensure visibility and engagement.
This work provided the team with a scalable, user-centered intake and prioritization model that restored operational clarity and empowered teams to manage requests more effectively.
Redesigning Intake and Prioritization to Enhance Portfolio Performance
After a period of organizational change, a global food and beverage company needed to restore clarity and efficiency to its technology intake process. We partnered with cross-functional teams to redesign the workflow, align routing with ownership, and deliver a lean, user-centered model that empowered teams to manage and prioritize requests effectively.
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Process Design for Global Cross-Sector Coalition for Climate Change
A cross-sector, coalition for climate change needed a better way to collaboratively develop strategy, data-sharing, and tracking towards measurable progress for coalition members towards their climate change goals. We designed and delivered comprehensive process models and process maps that enabled high-quality, strategic decision-making — all ready for scale.
Designing a Process Map and Shared Taxonomy to Align Cross-Team and Cross-Organization Objectives
We designed and developed a shared taxonomy to align team and cross-organization objectives. We delivered a simple, fit-for-purpose Salesforce design that supported program management, information visibility and sharing across team members, and reporting in order to catalyze better team collaboration and reduce duplicate data entries and siloed documentation.
Designing a Process Map and Shared Taxonomy to Align Cross-Team and Cross-Organization Objectives
We designed and developed a shared taxonomy to align team and cross-organization objectives. We delivered a simple, fit-for-purpose Salesforce design that supported program management, information visibility and sharing across team members, and reporting in order to catalyze better team collaboration and reduce duplicate data entries and siloed documentation.
Creating a Framework and Launching Communities of Practice
We developed the tools and supporting material needed for organizers of future communities of practice to launch successful and sustainable communities. We developed a guide including key areas of strategy development, decision-making, and operations -- each area with detailed question prompts and a workspace for organizers to leverage to launch a new Community of Practice, collaboratively.
Creating a Framework and Launching Communities of Practice
We developed the tools and supporting material needed for organizers of future communities of practice to launch successful and sustainable communities. We developed a guide including key areas of strategy development, decision-making, and operations -- each area with detailed question prompts and a workspace for organizers to leverage to launch a new Community of Practice, collaboratively.
Process, Causal Loop, and Journey Map Design for Project Management Growth and Scalability
To better understand how project managers might catalyze team success, we delivered a journey map detailing the project manager's experience from onboarding to mastery, a streamlined process map highlighting handoffs throughout a project lifecycle, and a causal loop diagram illustrating the influence a project manager's mastery has on dimensions of business value.
Process, Causal Loop, and Journey Map Design for Project Management Growth and Scalability
To better understand how project managers might catalyze team success, we delivered a journey map detailing the project manager's experience from onboarding to mastery, a streamlined process map highlighting handoffs throughout a project lifecycle, and a causal loop diagram illustrating the influence a project manager's mastery has on dimensions of business value.
Whenever we tell someone "we're a human-centered management consulting company," we find that doesn't communicate what it is we actually do. So, here are some examples of our work. Read them in whatever order appeals to you.
After a period of organizational change, a global food and beverage company needed to restore clarity and efficiency to its technology intake process. We partnered with cross-functional teams to redesign the workflow, align routing with ownership, and deliver a lean, user-centered model that empowered teams to manage and prioritize requests effectively.