Summary
Your managers get a week-by-week plan they can actually use, leaders have consistent talking points, and you can walk into a steering meeting with a decision log and adoption measures that match what’s happening in the work.
We’ll turn the open decisions into a weekly plan managers can run, with owners, messages, and measures in one place. You’ll have a rollout that keeps moving after the project plan says “done.”
We start by listening on the floor and with the people who will feel the change first, then we convert what we hear into a role-by-role impact picture and a short list of decisions only sponsors can make. From there we set the governance rhythm, build leader talking points and a comms calendar, and track adoption and resistance so the steering group can act early.
Who you are working with
We do change management work that sits right beside delivery, not a separate program that runs on different language and different dates. Claire came up through operations-side transformations where the plan looked fine until supervisors had to run it on a Tuesday.
Marcus built his career turning executive intent into messages and manager tools that hold up under questions, not just in a town hall.
Clients bring us in when the change has a real deadline and real consequences, and the internal team is already stretched between project work and keeping today’s operations running. We keep the work steady by naming owners, capturing decisions as they’re made, and writing in plain words managers will repeat.
When someone blocks loudly, we log the concern, test it against the impact by role, and take it to the sponsor with options instead of turning it into a fight.
The team
You’ll work directly with the two of us, and you’ll know who owns each moving piece from week one.
Team
Claire Rutledge, Change lead. Claire runs the change plan and governance rhythm, leads readiness interviews, and keeps the decision log tight enough for steering meetings.
Marcus Langford, Comms and manager enablement. Marcus builds the comms calendar, leader talking points, and manager toolkit, then coaches supervisors on the conversations they’ll actually have.
Recent projects
Here are a few change management engagements where the work had a fixed date and the real risk was what happened after go-live.
Portfolio
ERP go-live change plan. Built an impact heatmap by role and site, set a sponsor decision cadence, and equipped managers with weekly talking points. Cut “parking lot” issues in steering because decisions were logged with an owner and due date.
Shared services move. Mapped stakeholders across functions, set governance for process ownership, and ran manager coaching sessions focused on handling “workarounds” conversations. Adoption measures flagged two teams sliding early, so leaders intervened before cutover.
Restructure rollout support. Aligned sponsors on the decisions that had to be made before messaging, wrote message architecture for the leader cascade, and built a comms calendar that matched HR, IT, and ops milestones. Reduced rework by freezing terms and definitions early.
“They gave us a plan our supervisors could run without translating it.”
VP of Operations, a multi-site operations team
Our approach
We run change management in a cadence you can put on the calendar. You’ll see decisions get made in the open, messages get tested with the people who will carry them, and adoption get measured so the steering group can act before the launch turns into rework.
1. Readiness listening Week 1 We agree the interview list with you, then Claire runs readiness interviews and floor listening across roles and sites. We capture what people think is changing, what they are worried will break, and which supervisors others listen to. You’ll get themes, not transcripts. 2. Impact and decisions Week 2 We turn what we heard into an impact heatmap by role and site, then run a sponsor alignment session to lock the few decisions that shape everything else. We write the decision log live in the session so you leave with owners and dates, not “to be confirmed.” 3. Manager rollout setup Weeks 3-4 Marcus builds the comms calendar and leader talking points, then we test the language with a small set of managers and adjust where it falls flat. We run supervisor coaching sessions focused on handling pushback without escalation loops. You’ll see the cascade timing and who owns each touchpoint. 4. Adoption tracking Weeks 5-8 We stand up the adoption measures and a resistance log, then run a weekly checkpoint that ties the numbers and the noise back to decisions and actions. When a blocker is loud, we isolate the specific behavior it’s driving, identify the owner who can change the conditions, and take options to the sponsor.
Fees
Pick the tier that matches how much structure you need around the rollout calendar, then we’ll tune the weekly cadence once we’ve done Week 1 listening.
Priced items
Next steps
If you want us in place before interviews start, the next step is quick and puts dates on the calendar.
1. Sign this proposal to reserve the engagement. 2. Pay the 50% booking invoice within 14 days. 3. Send your org chart and go-live milestones so we can schedule interviews.
Signature
Fee summary
Payment
To book the work, you’ll pay 50% when you sign. The remaining 50% is due when the engagement is complete. Each invoice is payable within 14 days of its date.
What we need from you. Before Week 1 interviews start, we’ll need a point person, a list of roles and sites in scope, and access to the manager roster. We’ll agree interview scheduling and logistics together.
Manager time. We’ll plan for short, scheduled pulls from your managers each week: interviews in Week 1, input checks in Week 2, then rollout and coaching touchpoints in Weeks 3-4. We’ll confirm the weekly ask in writing.
Changes to the plan. If scope changes, we’ll write it down before we act on it: what’s changing, who owns the decision, and what it does to timing and fees. Work outside the agreed plan starts only after you approve.
Decision ownership
We’ll make decisions visible through the decision log, but you keep decision rights. When a call is blocked, we’ll show you the options, the tradeoffs, and the date the decision needs to land.
Confidentiality. We’ll treat what we learn in interviews and floor listening as confidential and use it only to run change management. We’ll share themes and patterns, not named comments, unless you ask otherwise in writing.
Ownership of materials. Once your final invoice is paid, you own the working outputs we create for this engagement: the impact heatmap, decision log, comms calendar, talking points, and adoption metrics and resistance log.
