Sales teams are at the heart of the customer’s experience and the engine of business performance. In pharma today, sales teams operate in a landscape that’s more complex, data-rich, and customer-driven than ever before, and they’re expected to deliver personalized, consistent engagement across channels while navigating complex systems, shifting priorities, and relentless pressure.

The numbers tell a stark story. Pharmaceutical companies have invested billions in omnichannel platforms, AI-driven personalization, and sophisticated customer engagement technologies. Yet when we talk with pharma executives, one of the first challenges they bring up is their inability to deliver the seamless HCP experiences they envisioned.

While most turnaround work happens during execution, the shutdown, cleanup, and startup (SCS) phases can make or break overall safety and performance. These phases are often underestimated, yet they hold significant potential to reduce duration, control costs, and improve operational outcomes.

For every turnaround, you’ll likely form a turnaround team to lead planning, scheduling, execution, and post-event review. This team typically includes multiple organizational functions, meets frequently, and plays a critical role in the turnaround’s success.

In today’s high-stakes turnaround environment, contractor performance isn’t just a line item—it’s a strategic lever.

Despite months of planning, late scope kept creeping in. Jobs that should’ve been identified early were surfacing late in the planning process—driving up costs, compressing schedules, and increasing safety risks.

They weren't alone. The organization had invested millions in a major turnaround—only to watch progress stall as departments pulled in different directions. The strategy was sound. The execution? Fragmented.

When business leaders look to improve performance, behavioral science isn’t usually their first stop—but it often should be.

Once you’ve reached the go-live stage of a big transition project, you’ll be greeted with both good news and bad news.

Let’s be clear—we’re not a coaching company. For us, coaching is a strategic tool, not the ultimate goal.