My Story

It has been a longer journey than most people realize.

I spent the better part of my career in operational roles, watching organizations cycle through the same problems. A consulting firm comes in, a transformation happens, a new operating model gets built, and then the firm leaves. Six months later, the model is not being followed. Several years later, someone calls another firm. The cycle repeats.

What frustrated me was not that organizations struggled with change. Change is hard. What frustrated me was that no one was staying in the room. The consulting firm delivered a model and left. The project team delivered a system and disbanded. The operational manager was handed a process they did not fully understand with no tools to manage it and no metrics to know whether it was holding.

What I Actually Do

For a long time I struggled to describe my work in terms that matched today's language. Operational Excellence felt accurate but dated. Transformation and Enablement were closer but too broad. What kept coming back to me was something more specific: I govern the operating model. Not the org chart. Not the strategy. The way process, people, and technology co-exist and whether that design is still working and still relevant.

I am not the one governing day to day. I create the tools, the structures, and the governance rhythms that give leaders confidence the business is operating as designed, and that surface problems before they become crises.

Everything I do boils down to three things: process definition, governance, and control. That is what I have always done. I just finally have the language for it.

What I Started Seeing

After years of working in process improvement, software implementation, and change adoption, a pattern became impossible to ignore.

An org design gets made. A structure gets put in place. And then nothing. Sales does Sales things. Supply Chain does Supply Chain things. Finance does Finance things. Everyone executes in their lane, focused on their own performance and their own metrics. No one is watching the larger picture. No one is asking whether the operating model is still working as designed, or whether the financial returns being reported reflect a model that is still relevant. Over time, the model drifts. Performance erodes. And eventually someone notices and calls a consulting firm, and the cycle starts again.

What was missing was not another transformation. It was a permanent governing function. Something that did not leave when the project ended.

What I Built

I started seeing something larger, more encompassing: an Operating Model Office.

A dedicated function whose job is to govern the operating model continuously: reviewing whether the design is still working, whether it is still aligned to strategy, and whether the initiatives running beneath it are solving real problems with real evidence before a single dollar or resource gets committed.

Nothing moves without going through it first. That is intentional. The goal is not a bottleneck. It is a forcing function for data validation before resources get allocated. Before a scope gets approved. Before a solution gets designed. The problem has to be real and evidenced, not assumed and urgent.

For organizations below a certain maturity level, that may slow things down initially. Once process owners are in place, processes are documented, and reporting cadences are running, the intake-to-approval cycle moves faster than what most organizations experience today. That is not a guarantee. It is an informed opinion from years working in process, watching software get implemented without process design behind it, and watching change adoption handled as an afterthought.

The FORGE Framework

The OMO needed a methodology. Not a collection of tools borrowed from six different frameworks, but a single governed sequence that integrated what I had spent years applying in pieces: Lean Six Sigma, change management, project management, process documentation, and capability building.

I spent more than six weeks fleshing out and vetting the concept, stress-testing the logic against real-world experience before committing it to structure. The result is FORGE.

A closed-loop framework designed to take an initiative from strategic intake through sustainable capability, with evidence-based gates at every phase and adoption built in from the start, not added at the end. Built on proven methodologies. Nothing proprietary for its own sake. The discipline is in the sequence, the governance, and the requirement that every phase produces evidence before the next one begins.

Why This Matters Now

The organizations I work with are not short on ambition or effort. They know their lane. They execute within it. What they are short on is the governing infrastructure that connects those lanes to each other and to the strategy above them, so that ambition translates into sustained results rather than parallel activity that never quite adds up.

That is what the OMO provides. Not another transformation. Not another framework on a shelf. A permanent function with one job: ensure the operating model is working, the initiatives running beneath it are grounded in evidence, and the capability built through those initiatives endures after the project team is gone.

This has always been my vision. I just needed to get it on paper.