Stakeholder Diagnosis
You can't fix a structural problem you haven't mapped. Phase 1 produces a clear, documented picture of where decisions actually get made — not where the org chart says they get made.
- ▸Interviews with regional leadership, operations, preconstruction, and VDC
- ▸Decision gate mapping across a representative project lifecycle
- ▸Authority proximity assessment — who actually controls what
- ▸Expectation vs. capability audit across key outcome areas
- ▸Archetype identification and gap quantification
- ▸Current-state authority map
- ▸Decision timing diagnosis
- ▸Identified archetype (1–4) with supporting evidence
- ▸Gap analysis: authority vs. stated expectations
- ▸Executive summary for leadership presentation
Operating Model Design
The structural answer. Where should VDC sit? What authority does it need? How do you build governance that survives personnel changes? Phase 2 produces the operating model design — the decisions that make transformation possible.
- ▸Organizational placement recommendation with rationale
- ▸Decision authority framework — who decides what, when
- ▸Incentive structure redesign to make adoption rational
- ▸Stakeholder alignment strategy for internal buy-in
- ▸Governance framework design — mandate, accountability, escalation paths
- ▸Enterprise standards architecture
- ▸Organizational placement recommendation
- ▸Authority & Governance Framework document
- ▸Stakeholder alignment strategy
- ▸Implementation roadmap with sequenced milestones
- ▸Change management playbook
- ▸Executive presentation package
Implementation Support
Governance degrades under pressure. Phase 3 keeps the operating model on track through the first year of implementation — when old habits are strongest and new structures are most fragile.
- ▸Monthly governance check-ins with VDC and regional leadership
- ▸Adoption signal tracking against the implementation roadmap
- ▸Course correction as organizational dynamics evolve
- ▸Leadership coaching on structural design and change management
- ▸Quarterly operating model reviews
- ▸Monthly adoption tracking report
- ▸Quarterly operating model review
- ▸On-call advisory for structural decisions
- ▸Transition plan when retainer concludes
Where you are determines where we start.
The structural misalignment is clearest here. Phase 1 maps the gap between what VDC is expected to deliver and what its current positioning allows. Phase 2 designs the operating model needed to shift.
The precon/operations handoff is the structural weak point. Phase 1 identifies where adoption breaks down. Phase 2 redesigns the authority structure that makes enterprise standards stick.
You've solved the tactical problem. The gap is connecting VDC to regional strategy. Phase 2 designs the repositioning. Phase 3 supports the governance transition as the new structure takes hold.
The operating model exists. The challenge is sustainability and scale — ensuring governance survives growth and personnel changes. Phase 3 retainer and decision support fit best here.
Complementary capabilities.
Last Planner System®
Implementation and governance design for Last Planner System® — the production planning methodology that connects VDC digital delivery to field execution. Particularly effective when combined with VDC operating model redesign.
- ▸Healthcare facilities with complex phasing requirements
- ▸GCs integrating prefabrication with pull planning
- ▸Owner programs requiring construction sequencing visibility
AI/Automation Advisory
Strategic advisory on AI adoption in construction — use case identification, vendor evaluation, data readiness assessment, and governance design. Not tool deployment. The organizational decisions that determine whether AI investments produce results.
- ▸Capital programs evaluating AI for schedule compression
- ▸GCs assessing AI readiness before platform investment
- ▸Owner-side organizations building AI governance frameworks
Strategic Decision Support
Ad-hoc advisory for specific organizational decisions — evaluating a platform investment, structuring a new VDC role, responding to an owner's digital delivery requirements. Delivered as a defined scope, not an open-ended retainer.
- ▸Pre-investment technology evaluation
- ▸VDC leader role design and hiring support
- ▸Owner digital deliverable requirement response
Engagements are scoped individually.
Every engagement is scoped individually based on organizational complexity. Most begin with a 30-minute diagnostic conversation before a proposal is drafted.
Start with a Discovery Call →