Rebuilding a 120-person operating model
- Challenge
- A 120-person division had churned through repeated reorganizations, over-relied on contractors, and lacked clear roles — under constant operational pressure.
- Approach
- Shannon built trust first, through dozens of one-on-ones. Together the team distilled the mission to a single sentence, restructured around it, and stood up a jointly-staffed operations cell to absorb the daily firefighting.
- Result
- Within a year, delivery and audit-readiness improved, relationships strengthened, and morale and mentorship rose — a cadence the teams owned, one that outlasted any single reorg.