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.

Imagine this scenario: You've just implemented comprehensive productivity metrics across your operation. Every department now has clear, measurable targets. Keystrokes per hour, cases handled, delivery times—everything is being tracked with precision.

How measuring the right behaviors unlocked extraordinary results without new equipment or processes

There’s been a lot of noise lately about the “death” of consulting, especially with the rise of artificial intelligence (AI). But as Luk Smeyers aptly put it, “Consulting is not dead. Stop the nonsense.” We couldn’t agree more.

And How Great Leaders Address It 

The challenges of leadership have never been simple, but today’s environment is testing leaders in new and often chaotic ways. We’re no longer operating in a world where change is episodic. It’s constant, compounding, and unpredictable. A CEO I recently spoke with described it best: “It’s not just uncertainty anymore. It’s layers of uncertainty, and it doesn’t look like that is going to change any time soon, if ever.”