Currently working with the largest minor hockey association on the planet. Helping to bring diversity and inclusion along with our communities and traditions into the game, to change the culture of Canada’s national winter game. Currently facilitating a discovery journey with the Board of Directors and four sub-committees helping to reshape the game. Collaboration activities include destroying the current business model and building a new organizations out of the ashes including; redefining purpose, values and behaviours, customer empathy and segment definition, business model design, operational model design and outcome mapping to align four sub-committees working on strategic pillars/themes. Re-skilling the operations team to use stratuum’s processes and tools to change the way they work together moving forward, to help deliver lasting impact.


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Driving home the notion digital transformation is not about technology, its about people and adapting the organization to a changing environment in a way that leads to a sustainable competitive advantage. This included empowering a growth mindset and moving to an “as a service” business model. Leveraging digital twins, analytics and connecting tens of thousands of assets across the globe to is providing the ability for fleet management, predictive analytics and preventative maintenance ultimately driving greater uptime, availability while reducing risk. With the focus being on service and reliability, the conversation with customers changes to delivering outcomes to make the customer successful vs selling assets and focusing on pricing and commoditization of high-precision, critical assets.



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Starting with hard hats and steel-toed boots we were able to roll up our sleeves and work on the shop floor to help bring focus to efficiency and asset performance to help gain the trust of management to think bigger about outcomes associated with manufacturing cold-rolled steel. Helped the organization adopt a growth mindset through innovation, collaboration and risk taking. Started with small wins to get the culture right to help with adoption of the changes in technology and business processes. Worked to create a ‘safe space’ for experimentation. Resulted in empowering people to think differently and communicating across silos.





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A large internet media company had multiple long-range plans coming in from a variety of different operating units, each with its own way of doing things.  They found it hard to translate and quickly understand where the whole business was heading before it was too late to take corrective actions.  We were able to understand what activities were common across each business and what dimensions they shared (customers, products & services, markets, employees) - and went to work on translating what was different into what was common.  Within 4 months, using an agile and rapid-prototype approach to process and data, every part of the organization could see how they fit into the larger picture, what direction performance was headed, and what they could do to "move the needle."



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A mid-size mental health practice was doing well overall but felt things could not keep going the way they were during the COVID-19 pandemic. They brought us in to conduct a scenario planning workshop to look for risks and opportunities now and in the near-term future. Looking outside their four walls, we used a structured process to invite creative thinking in various potential future scenarios. Within a day, we found common initiatives that could maintain or increase growth, while protecting patient satisfaction, across a variety of possible future scenarios. The workshop also helped surface additional concerns and threats internally that had not been discussed as a group before, giving the executive team a list of development initiatives, they could tackle over the coming months. every part of the organ


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A not-for-profit engineering innovation company had begun to lose more business than they had in the past. A survey of competitors and market conditions showed that the firm was behind in how it priced, designed, built, and deployed solutions for its government customers. A cross-functional working team was assembled not to try and fix what was broken, but to reimagine what was possible – and go for it. Using a unique and engaging value-mapping process, we worked with pairs from the working team and others to ask a simple question, “what drives value?,” and plot the answers on a map of the organization on one page. We then consolidated all of the value maps into a cohesive view of value drivers and how they interrelate across and through the organization. Very quickly it was evident that all roads led to a handful of value “hubs.” We then went to work on reimagining those value hubs in all parts of the sales and services functions.

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