Working With Complexity, Together
We partner with leaders and organizations at pivotal moments—when alignment matters, complexity is real, and progress depends on bringing people together in new ways.
These are moments of possibility:
A shift in strategy
A need to engage differently
A realization that what worked before won't get you where you need to go next
Our work is grounded in human-centered design, strategy, and facilitation—but it's really about helping people navigate these moments with clarity, trust, and shared momentum.
Our Featured Work
Co-Designing Care Models With Patients and Frontline Staff
Strategic Planning & Facilitation / Strategic Advisory & Change Activation
Context:
A health system's Emergency Department was facing significant challenges—declining engagement, fragmented collaboration, and complex, entrenched problems. ED leaders and care team members knew simple solutions wouldn't work.
Our Role:
We combined strategic and systems thinking with human-centered co-design. We started by talking directly to the people closest to the problems and opportunities—patients, loved ones, and care team members. Where possible, we included those same stakeholders in analysis, synthesis, insight discovery, opportunity development, and the creation of a strategic framework, signature experience platforms, and strategic roadmap to implementation.
What Changed:
Deeper understanding of patient and staff needs and pain points
Co-created strategic framework grounded in lived experience
Signature experience platforms designed with stakeholders
Strategic roadmap informed by those who would implement it
Renewed alignment and momentum across ED leadership and teams
Creating Alignment Across Cross-Functional Teams for Digital Strategy
Strategic Planning & Facilitation
Context:
A customer-facing health organization sought to develop a digital experience strategy but had limited resources and unanswered foundational questions. Misalignment across functions was blocking progress.
Our Role:
We facilitated a workshop series with key cross-functional stakeholders to unlock ideas, align around priorities, and develop a high-level, two-year digital experience plan—a "straw man"—to guide prioritization and budgeting.
What Changed:
Cross-functional alignment around digital priorities
Clear two-year roadmap for member-centered digital experience
Stronger foundation for engaging fiscal decision-makers
Prioritized "biggest rocks" for next fiscal year
Business cases ready for budget approval
Aligning Leaders Around Shared Purpose and Human-Centered Capabilities
Strategic Planning & Facilitation / Leadership Coaching at Pivotal Moments
Context:
The organization had undergone tremendous change over three years, including the pandemic. Senior leaders were concerned about employee well-being and burnout. While growth and innovation were necessary, focusing on the right things—not all the things—was essential. They also sought to strengthen cross-disciplinary collaboration.
Our Role:
We designed and facilitated a full-day retreat teaching human-centered design as a capability for change-making. The retreat was highly immersive, interactive, and structured—incorporating the organization's real context, constraints, and challenges to ensure relevance and actionability.
What Changed:
Greater sense of connection and shared purpose across leadership
Practical human-centered design capabilities developed
Renewed focus on right priorities, not all priorities
Stronger cross-disciplinary collaboration and trust
Participants felt heard, saw new perspectives, and committed to shared purposev