Our work

Different problems call for different answers.

Our work starts with what an organization is trying to accomplish rather than a predetermined list of services.

That can mean helping a business enter a new market, repositioning an organization for growth, building a function from the ground up or helping people navigate a moment of significant change.

The work looks different because the problems are different. What stays consistent is how we approach them: understand the situation, find the connections that matter and build what the organization needs to move forward.

Selected work

A few of the problems we've helped solve.

Expanding into global markets

Sector: Capital markets

The situation

A market operator was extending access to international investors, but longer trading hours alone wouldn't create adoption. Investors also needed to understand where Canadian derivatives fit within their portfolios.

The thinking

Treat market education as part of the growth strategy. Instead of leading with the new trading hours, build an understanding of the products, their role in managing risk and the value of accessing them in local time zones.

What changed

The program helped turn a market-access initiative into investor participation, attracting new global investors and contributing meaningful trading volume within the first year.

Repositioning for growth and retention

Sector: Professional association

The situation

A national professional association had significant room to grow, but its positioning and member experience weren't communicating enough value to the broader market it wanted to reach.

The thinking

Growth couldn't be treated simply as an acquisition problem. The brand, value proposition, content and member experience needed to reinforce why the organization mattered—to prospective members and existing ones.

What changed

The organization substantially expanded its membership while maintaining strong retention, improved member advocacy and created a clearer, more relevant market position.

Building credibility in an emerging market

Sector: Professional services

The situation

A professional services firm saw an opportunity in a rapidly emerging sector, but a competitor already had a first-mover advantage and greater credibility in the conversation.

The thinking

Don't compete by producing another version of what the market already had. Create a different role for the firm: convene the industry, bring its leaders into the conversation and build a point of view from primary insight rather than commentary.

What changed

The firm established a credible presence in the emerging sector, became part of the national industry conversation and converted that position into new business relationships and client engagements.

Building a global function for scale

Sector: Global B2B organization

The situation

Rapid international growth had created fragmented communications, inconsistent digital experiences, duplicated vendor relationships and different ways of working across regions.

The thinking

This wasn't a communications-output problem. It was a system problem. Scaling required looking together at structure, roles, customer touchpoints, technology, vendors, processes, governance and the balance between global consistency and regional needs.

What changed

A centralized communications and digital capability replaced fragmented execution, giving regional teams clearer tools and governance while creating a more consistent global presence. The organization gained a scalable operating model, stronger control of its digital capability and a foundation that could grow with the business.

Turning employees into participants in innovation

Sector: Professional services

The situation

A national tax practice wanted innovation to become a competitive advantage. But leadership knew simply telling employees to innovate, especially during the busiest part of their year, was unlikely to produce meaningful change.

The thinking

Make innovation participatory rather than top-down. Give employees a reason and a mechanism to contribute ideas, make progress visible and address a critical concern directly: automation was intended to help people do their jobs better, not replace them.

What changed

Employees became active contributors to the innovation agenda, generating ideas for automation and process improvement that leadership could take forward. Participation remained strong throughout the initiative, and the strongest ideas moved into implementation and further development.

Navigating major disruption

Sector: Global franchise network

The situation

When the pandemic hit, a 600+ location network had to keep essential businesses operating while government requirements changed rapidly and economic pressure intensified.

The thinking

Communication couldn't sit downstream from operational decisions. Business continuity, regulatory requirements, employee guidance, customer reassurance and franchisee support had to move together—and adapt by geography as conditions changed.

What changed

The network moved quickly from uncertainty to coordinated action. Locations adopted new protocols ahead of target, businesses remained operational through the disruption, and franchisees had the information and support they needed to respond locally.

Have a different kind of problem?

Bring us the situation.

Your challenge doesn't need to look like one of these.Tell us what you're trying to accomplish and where things are getting stuck. We'll start there.

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