A selection of engagements across industries. Details are generalized to protect client confidentiality — but the outcomes are real.
A growing health plan had no formal project governance. Delivery was ad hoc, ownership was unclear, and executives had no visibility into portfolio risk.
We started with a stakeholder alignment session to surface what governance actually needed to solve. The PMO charter, tooling, and intake process were designed collaboratively with the team leads who would use them — not just the executives who commissioned the build.
A fully operational PMO framework in under 90 days — governance charter, configured tooling, portfolio intake process, and a bi-weekly executive portfolio review. The PM team reported measurable increase in organizational credibility within the first quarter.
Six months in, scope had ballooned by 60%, the timeline was fiction, and the executive team was losing confidence in the delivery team's ability to complete.
We came in as a neutral diagnostic resource. We restructured the RACI, rebaselined scope with explicit trade-off decisions documented, and built an executive narrative that acknowledged what went wrong while charting a credible path forward.
Executive confidence restored and project delivered at revised scope. The PM team came out with a reframe toolkit they now use for early-warning detection — catching scope drift before it becomes scope collapse.
A tenured Senior PM was consistently delivering solid tactical work but being passed over for strategic assignments — not invited to the conversations where portfolio priorities were set.
Six coaching sessions focused on repositioning how they showed up in executive settings, building a personal communication framework for making recommendations rather than delivering reports, and identifying the specific stakeholder relationships where influence needed to be rebuilt.
Within four months, this PM was representing their portfolio at the VP level and had been included in a strategic planning session for the first time in their tenure. The shift came from learning to lead with a point of view rather than a status update.
A 40-person operations team had attempted agile adoption twice in three years. Both times, the rollout stalled within 90 days. Leadership was skeptical a third attempt would be different.
Before proposing anything, we ran a culture diagnostic that surfaced the specific friction points from previous attempts. We rebuilt the rollout from scratch with team leads as co-designers and ran a facilitated adoption series over 16 weeks.
Sprint failure rates dropped 60% within the first quarter. Retrospectives became the meeting the team most valued — a complete reversal from previous attempts. The practice has been self-sustaining for over a year since our engagement closed.
Working with Ori changed how I think about my role entirely. I stopped showing up as a coordinator and started showing up as a strategist. The difference was visible to my VP within weeks.
The PMO build was practical, fast, and genuinely fit our culture. We didn't get a generic framework — we got something our team actually uses. Six months later, our portfolio reviews are completely different conversations.
We had tried agile before and it never took. This time felt different because it started with an honest look at why the previous attempts failed. The facilitation gave us language to talk about the real friction.