Client Impact

"We nailed the solution and achieved a year's worth of alignment building in 3 days."


"We had several significant breakthroughs and were able to move into operational models much more quickly than expected."


"What you enabled us to do was transformative and unsurpassed in anything I've ever experienced."


"We can go much faster now."


"Our traditional way of working would have taken months and would have delivered a much less powerful solution. Since then, I've used Syntegrity to help me with two other huge challenges and I've been thrilled with the results."


“My go-to for strategy and transformation.”


Case Studies

Whether it's achieving aggressive growth targets, realizing the benefits of a merger, or transformation of any kind - we've helped clients rapidly overcome the defining moments that inevitably threaten to undermine best efforts on these and other top priorities.

A Successful FI Turns Around Declining Customer Satisfaction

A leading financial services firm with billions of dollars AUM and a network of thousands of financial advisors had lost its client-centric focus. Advisor referrals had dropped. NPS scores and customer retention metrics were negative and well below their peers.

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A Fortune 50 Healthcare Company Aligns Senior Leadership Around Their Enterprise Data Vision

After investing heavily in a multi-year technology project, a Fortune 50 Healthcare Company was met with a lack of ownership and accountability at the leadership level that was threatening to derail the current course and speed of their data transformation project.

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A Fortune 50 Gets Unstuck In Transforming Its Go-to-Market

A major conglomerate was transforming its manufacturing and supply chain (M&SC), and go-to-market capabilities to keep up with blurring boundaries between their markets and product categories.

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Financial Institution Goes From Laggard To Leader In Anti-Money Laundering Compliance

A Major Bank was failing to comply with new Anti-Money Laundering Legislation and was on the cusp of regulatory action. A major stumbling block was that to comply, front-line staff would need to incorporate new ways of working into how they interact with customers, risking incurring relationship damage as a result.

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Major Bank Aligns Around Its Workspace Transformation

A Major Bank was investing $1b in a new workspace to differentiate itself in a highly competitive labor market and attract and retain top talent. Its senior leadership saw this as an opportunity to accelerate the organization’s journey towards greater customer-centricity and enterprise collaboration. Could the new office space be a catalyst for this future?

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A Large Software Company Turns Around A Floundering Merger

A large Software Company had acquired two smaller software companies in an effort to push further into the Home Care market. Several months into the merger, they were still failing to seize the benefits of their acquisitions.

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A Successful, Recently-Acquired Company Quickly Mobilizes For Step Change In Growth & Performance

A financial services company that had grown 10x over 10 years had very recently been acquired by two Private Equity firms, and now had to figure out how to triple earnings over 5 years—a major step-change.

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Major Health System Quickly Sets The Right Course And Speed On Post-Merger Integration

A multi-billion-dollar health system was acquiring a national health care provider focused on acute care. On paper, the merger made sense for both parties, as merging would enable the health system to own the full continuum of care and expand its geographic reach.

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A Life Sciences Company Turns Loss of Exclusivity Into A Win-Win-Win For Patients, Doctors And The Company

A global pharmaceutical company was facing the end of patent exclusivity on a $5B product. Experts were heralding its next-generation therapy as a life-saving drug and the new gold standard of care.

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A Car Company Rapidly Shifts From Being Increasingly Undifferentiated To A Consumer Stand-Out

The North American business of a global automobile company had long prided itself on both the quality and affordability of its vehicles. But as the quality and price of automobiles improved across the industry, the leadership team decided that the company had to make “customer experience” its strategic differentiator.

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Bank Becoming Relevant And Compelling To Millennials

A financial services company was lagging in its attraction and retention of millennial staff and customers. Its previous “millennial talent strategy” had failed. The steering committee tasked with tackling the ‘millennial challenge’decided that a new strategy was needed, one that would be created by and for young professionals.

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Global Pharmaceutical Company Secures Public And Private Coverage For A Vaccine At An Unprecedented Speed

A global pharmaceutical company had developed a new vaccine that was nearing launch, and knew they had to maximize patient access at time of launch. This required securing public and private coverage fast.

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A Telecommunications Company Removes Critical Barriers To Market Growth

A large telecommunications company was intent on winning market share in a new region (the south).

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A Global Semi-Conductor Company rebounds

A semiconductor company had a declining cash-cow chip business, but was reluctant to move into promising but unproven products and markets.

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A Large Financial Company Finally Breaks Through On Its Big Data Strategy

The VP of Data Analytics at a large financial services company had been fighting to prove the value and imperative of big data for over two years. Enterprise business leaders didn’t understand the value of data analytics, and the company was falling behind.

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A Regional Government Revitalizes Primary Health Care

A regional government successfully created and implemented a reformed model for primary healthcare.

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How We Are Different

With a proprietary approach founded in cybernetics, systems thinking, and complexity theory - our formula to rapidly align and mobilize large teams unlocks the activity needed to course correct.

We take principles from the Law of Requisite Variety to ensure that the right people are at the table: the key players that will steer you back on the trajectory to success.

But variety isn't enough. We now need a systematic and controlled process to 'collide' these participants to unlock truths, barriers, and issues that resolutely stand in your way. Watch our video for a sneak peek at how we engineer this.

Criteria for Success Table


Agreement on what matters most, not just a list, and scoping that describes what is out as much as what is in.

Verified Endorsement:

Tangible evidence that client stakeholders are aligned around the opinions that will drive their actions.


Complete acknowledgement that “My concerns have been sufficiently accommodated and mitigated where found to be valid.”

Tangible Goals and Objectives:

Genuine support by the client stakeholders that “We need to attain these fiscal and non-fiscal outcomes within these timeframes.”

An Endorsed Case For Action:

Genuine support by the client stakeholders that “We need to take action on this topic, for these reasons…”

Speed of Execution:

Ability to get clarity on the issues and recommended courses of action in a timely manner so that you are able to take action before the environment you are operating in changes, impacting the utility of your decisions.


The cost of the engagement should be reasonable given that ultimately the responsibility for execution rests primarily with the employees of the client, not the consultants.

Criteria For Successful Client Impact


Traditional Consulting

This table is based on ALM's Nathan Simon and Michael Taylor (Consulting Magazine, 2016)

large teams CAN pivot INCREDIBLY FAST

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