You are restructuring, integrating, or transforming - and the organizational complexity is outpacing your change management capacity.
I design and lead large-scale organizational transformations - integrating Prosci, McKinsey 7-S, and Lean Six Sigma into a cohesive change architecture grounded in academic research and battle-tested in Fortune 50 environments.
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The Problems That Bring Leaders to This Page
The Acquisition Closed. The Integration Has Not.
The deal thesis was compelling, but 90 days post-close the cultures are clashing, the systems do not talk, and the synergies on the board deck are nowhere near the reality on the ground.
Silos Are Winning
Departments operate as independent fiefdoms with competing priorities, duplicated functions, and no shared operating rhythm. Cross-functional work happens through heroic individual effort, not organizational design.
The Restructuring Is Stalling
The new org chart was announced, but the actual work has not changed. Roles are unclear, decision rights are ambiguous, and the workforce is in a holding pattern waiting to see if leadership is serious.
Culture Is Blocking Strategy
The strategic direction is sound. The problem is an organizational culture that resists new ways of working, punishes risk-taking, and treats change as something to survive rather than something to lead.
How I Work
Change Architecture, Not Change Theater
Lasting organizational change requires structural intervention - not just communication plans and town halls.
Diagnose the System
Map the organizational dynamics driving current behavior - structure, incentives, information flows, power dynamics, and cultural norms. Identify the root causes, not just the symptoms everyone is complaining about.
Design the Architecture
Build the operating model, decision rights framework, governance structures, and performance management systems that make the desired behavior the default behavior - not the exception.
Lead the Transition
Execute the change with a structured adoption approach - stakeholder engagement, capability building, resistance management, and a measurement framework that tells you whether the change is actually taking hold.
We engaged Dr. Ellington to lead our post-acquisition integration - arguably the highest-risk period in any company’s lifecycle. He brought a level of organizational rigor and change management discipline that I have rarely seen. Our teams aligned faster than projected, and the cultural disruption that typically haunts M&A was meaningfully contained.