Advisory and fractional program leadership
Someone in your corner when the project or program matters most.
I work with a small number of executives, CIOs, and private equity operating teams facing an acquisition, a carve-out, a fixed cutover date, or a program that has started to drift. You get someone who has run these programs from the inside, and a clear read on where the risk actually is.
When it makes sense to call
Most engagements start with one of these situations.
A deal has closed, and the integration plan is still a slide rather than a plan.
You’re separating a business, and the transition services clock is already running.
A go-live date is fixed, and nobody can say what happens if it goes wrong at 2 a.m.
Every status report is green, and the program keeps missing dates anyway.
Leadership is getting updates, but not the decisions it needs to make.
You need a senior program lead in the seat for a defined phase, not another consultant’s deck.
Engagements
Each one is scoped in writing before work starts, with a defined deliverable.
Integration readiness review
For an acquisition or divestiture, before or just after close. I map systems, identity, contracts, and dependencies on both sides, find what gates Day 1 and TSA exit, and sequence the work so both organizations can act on it.
You get: a written assessment, a sequenced integration roadmap with named decision owners, and an executive readout.
Cutover risk assessment
An independent review before a high-stakes go-live. I test the plan against reality: rollback triggers, go/no-go criteria, decision authority, rehearsal coverage, and the dependencies nobody has put on the critical path.
You get: a readiness verdict, a prioritized list of what to fix before the window, and a decision framework for the night itself.
Program recovery
For an initiative that has stalled or started to drift. I separate real risk from noise, find where ownership and dependencies have broken down, and reset governance so leadership sees exposure early.
You get: a recovery plan, a re-baselined critical path, and reporting that surfaces decisions instead of status.
Fractional program leadership
When you need senior leadership running the program, not just advice about it. I step in as interim program lead for an integration, carve-out, or platform transition, and hand off cleanly to your team.
You get: hands-on leadership for a defined phase, with governance and documentation your team can keep running.
Where this experience comes from
Divestiture
Moved St. Francis Hospital and 13 clinics between two health systems in a 12-hour cutover.
Acquisitions
Onboarded two acquisitions at once at Qualifacts, run as a standalone program with its own governance.
Recovery
Cut downtime 80% on Asurion logistics systems carrying $1.5 million a day in exposure.
How engagements work
Every engagement starts with a conversation about the situation: what’s at stake, what the deadline is, and what has already been tried. If I’m not the right fit, I’ll say so.
Scope, deliverables, and timeline are agreed in writing before work begins. I take on a small number of engagements at a time so each one gets real attention.
Engagements are contracted through Adaptive Technology Group, my consulting practice.
Tell me what’s at stake.
Describe the program, the deadline, and what worries you. I’ll give you an honest read on whether I can help.