Organizational Transformation

A start-up media company co-founded by dynamic and seasoned entrepreneurs needed to establish a solid foundation for growth. With limited resources and a tight budget, they required a comprehensive strategy to develop their brand, streamline operations, and expand their reach. M. Schaub Advisory collaborated closely with the founders, including facilitating Rapid Impact workshops, to create a brand and marketing strategy, a detailed resource plan, a production schedule, and formalized operational processes. Despite the cost and resource constraints, we helped the company establish internal operations, production workflows, and resource allocation—all within four weeks. As a result, the company launched media products across multiple channels within a month. In just 12 weeks, they built a diverse, international audience of over 200 subscribers, and averaged 50,000 downloads per podcast. Within six months, the company had secured a strong brand presence, receiving paid invitations for keynote speaking engagements and guest appearances on other media platforms.

The President of a global technology multinational engaged M. Schaub Advisory for an eight-month project to support a board-mandated pivot in the company’s business model. The company's long-tenured global workforce resisted the change and actively undermined its progress, complicating the transition.

MSA conducted a comprehensive assessment and developed a new operating model, go-to-market and talent profile/acquisition strategies . We also crafted a detailed report and remediation plan to address challenges with an ongoing acquisition. To overcome resistance, we created an employee engagement strategy, performance metrics, and an executive support plan to address key barriers to success and ensure long-term sustainability.

The organization successfully transitioned from a purely transactional staff augmentation model to offering high-value digital strategy consulting services, resulting in higher project revenues and longer client engagements. Additionally, the company achieved its highest-ever post-merger retention figures following the integration of a high-profile acquisition.

The President of a European headquartered global engineering firm engaged M. Schaub Advisory to support post-merger integration (PMI) activities. The focus was on developing a new operating model, employee engagement, and a comprehensive change management plan. Both the acquiring and acquired employees needed support in understanding and accepting the transition.

Over a twelve-week program, MSA established an integration PMO function, developed new processes, and designed a target operating model. We also led change-related activities to guide employees through the transition. The program also involved defining a refined mission and vision for the new organization, forming a leadership team, and creating a prioritized project plan under the governance of a centralized PMO structure.

The newly formed organization, "NewCo," successfully hit near-term sales targets with its newly established go-to-market teams, eliminated redundant activities, and minimized regrettable attrition. A comprehensive employee change program was fully integrated into the PMO structure, ensuring cross-functional alignment and executive governance, enabling long-term sustainability of the new model.

The Founder of a global consulting firm engaged M. Schaub Advisory to assess and provide recommendations for optimizing the firm’s knowledge management function. The project aimed to enhance the firm’s intellectual capital (IC) strategy, including marketing, go-to-market approaches, as well as its functional model, processes, tools, and risk management practices.

In a three-week engagement, MSA conducted a comprehensive assessment of the firm’s existing knowledge management function. We provided recommendations related to data management, cybersecurity, and the commercialization of benchmarks. Additionally, process optimizations were proposed, and MSA identified opportunities to create symbiotic links between IC development, information management, and talent management—including training, development, and career progression mapping.

Following MSA’s recommendations, the firm improved its knowledge management tools, enhancing search functionality, information access, and cybersecurity. The new model established a consistent approach to IC creation, reinforced by performance processes that aligned with promotion criteria and go-to-market strategies. The result was a more integrated and secure knowledge management system that supported both the firm’s intellectual capital and its talent development efforts.

M. Schaub Advisory was retained for a six-month engagement by the EVP of a global digital marketing network to establish a new consulting center of excellence. The scope included developing the operating model, commercial platforms, and professional services processes, as well as partnering to drive rapid growth and commercial success.

MSA designed a new "hub" operating model that integrated with over seventy international agencies across thirty-four countries. We developed and executed an internal marketing campaign, organized road shows, and created MVP-level operational processes to launch the center. MSA’s Senior Partner also supported external client marketing efforts and projects. Additionally, MSA developed the first-generation operating model and processes, aligned with a lean, rapid-growth strategy. A comprehensive suite of marketing collateral and a targeted sales approach were created to support the center’s newly defined capabilities.

MSA played a key role in growing the practice, including independently securing the first client project, which accounted for 80% of the practice’s overall revenue for the year. The new operating model and processes provided a strong foundation for scalable growth and commercial traction.

M. Schaub Advisory was retained for an eight-week engagement by the Head of Operations of a global private university to conduct an operational risk assessment for its Public Safety department. The university sought to evaluate the maturity of its operational processes following a departmental overhaul that introduced external hires with no prior academic experience. There were concerns about the department’s ability to operate effectively within a liberal arts institution with a large student population spread across thirteen global academic centers.

MSA embedded itself within the department’s leadership team, gathering data through internal and external sources, media reports, interviews with staff, students, and parents, as well as through direct observation. The assessment produced a prioritized list of recommendations, including the identification of critical risks requiring immediate attention.

Within two weeks of receiving the risk assessment, the university addressed the most critical risks. Four weeks later, the executive leadership acted on MSA's findings, replacing the entire leadership team of the Public Safety department. The swift actions ensured improved operational integrity and alignment with the institution’s needs.