Goals
- Identify root causes of recurring execution gaps and delivery inconsistencies within the organization.
- Develop scalable operating guidelines applicable across teams and functional areas.
- Present actionable recommendations with clear, adoptable implementation paths.
Approach
I structured the project in three phases. First, I reviewed existing documentation to establish a baseline of current processes and identify surface-level gaps. Second, I conducted stakeholder interviews to surface pain points not visible in documentation , including accountability gaps and ambiguous handoff points between teams.
Third, I synthesized findings into a structured gap analysis and developed operating guidelines designed to scale with the organization. The final framework was built around three pillars: decision ownership, execution handoffs, and progress visibility , each with specific protocols the team could adopt immediately without major organizational change.
Outcomes
- Identified 6 key process breakdowns across decision-making, handoffs, and documentation that were contributing to recurring delays.
- Operating framework adopted by the client without major revision , presented as a model for the broader program cohort at Thunderbird.
- Recognized for strategic clarity , the structured approach to translating qualitative findings into implementable systems was cited in faculty feedback.
Process problems are rarely about the process itself , they're about unclear ownership. Once I reframed the analysis around who is responsible for what decision at what point, the recommendations became sharper and far more actionable. That lens now shapes how I approach every operational challenge.
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Additional work samples and case breakdowns available on request.