Programs under pressure, delivered.
A selection of engagements, anonymized to protect client confidentiality. Details available under NDA.
A cable network group, cut loose from its parent's payroll
Situation
A national cable network group was separating from its parent and had to be off the parent's HR and payroll systems by a fixed, contractual date.
Approach
Ran the Workday HCM and payroll program and the separation itself, built on an application-by-application separation and cutover matrix.
Outcome
Live on time and under budget on its own platform, legacy estate retired, and no missed payroll.
A $25M Workday big-bang go-live
Situation
A multi-hospital health system's $25M Workday big-bang went live across HCM, Finance, Supply Chain, and Payroll at once, with a parallel UKG rollout and a concurrent Epic EMR go-live on the same timeline.
Approach
Ran executive steering and RAID discipline, built and owned the cutover plan, stood up a command center, kept Workday, UKG, and the Epic milestones on one integrated schedule, and established hypercare.
Outcome
A stable, controlled big-bang go-live across all four pillars, delivered on plan and aligned with the parallel UKG and Epic programs.
A statewide ERP modernization business case
Situation
A multi-agency modernization needed funding and a defensible plan before any build could begin.
Approach
Ran a current-state assessment, built the business case and roadmap, and designed the governance to carry it.
Outcome
Executive sign-off and a de-risked path into a complex, high-visibility transformation.
An enterprise Workday program, led end to end
Situation
A large multi-hospital system set out to replace HR, finance, supply chain, payroll, and workforce management on Workday, with two integrators to align.
Approach
Owned it client-side from the integrator selection through phase zero, governance, and a go-live readiness assessment, holding both integrators to one plan.
Outcome
A controlled, command-center go-live across every workstream, then a tiered support model into hypercare.
Global testing & cutover command
Situation
A multi-region, follow-the-sun go-live with heavy integration complexity and little margin for error.
Approach
Built the global test strategy, ran defect triage and resolution, and commanded the cutover across time zones.
Outcome
A coordinated multi-region go-live with issues caught and cleared before they reached the business.
Two health systems, one Workday platform
Situation
Two merged health organizations had to move onto one Workday platform and one operating model, with stakeholders spread across both legacy businesses.
Approach
Ran the client-side program office and a three-tier governance model as an independent, direct-hire leader, and held the integrator to the plan.
Outcome
A single-platform go-live and hypercare, with user adoption at 94% against the program's KPI targets.
Service Cloud implementation kickoff
Situation
A customer-service transformation needed mobilization, scope clarity, and stakeholder alignment from day one.
Approach
Led the kickoff, set scope and governance, and ran a change-vision workshop to align the leadership team.
Outcome
A clean start with aligned stakeholders and a shared definition of done.
Independent go-live readiness assessment
Situation
Leadership wasn't sure the program was ready, and the status deck wasn't settling the question.
Approach
Ran an independent readiness assessment against clear go/no-go criteria and drove remediation of the real gaps.
Outcome
An evidence-based go/no-go decision leadership could stand behind.
Your program could be the next one.
Mobilizing, mid-flight, or staring down a go-live, let's talk about where independent leadership moves the needle.