Results, Documented Honestly.
Faiz brings more than fifteen years of Enterprise and Fortune 500 operating experience. Formal case studies from the direct practice are being documented as engagements complete. This page shows the credentials behind the work today, and the standard every result will be held to.
The Track Record
Fortune 500 Experience Behind Every Engagement
Before the direct practice, Faiz led transformation programs and built operating models inside some of the most demanding organizations in the country. That experience is the foundation every engagement is built on.
Published case studies from the direct practice are being documented now. Until then, the credentials and the standard below speak to how the work is done.
Years in Enterprise and Fortune 500
Transformation, operating models, and execution under real stakes.
MIT - Digital Transformation
Faiz also holds a Digital Transformation certification from MIT, which informs how he thinks about building operating systems that are functional today and built for where businesses are heading.
How Every Result Gets Documented
When a case study is published here, it follows the same honest structure. Specific and short over long and vague.
Situation
Where the business was before the engagement, described plainly.
What I Found
The cause underneath the symptom, which is almost never what it looks like from the outside.
The Work
What I owned and installed, not a list of activities.
The Outcome
A measurable result with real numbers, never a vague claim.
Case Studies Are Being Documented
Selected engagements
Case studies
A quarter that used to end with everyone busy and nothing finished
- They put EOS in themselves from the book, and it had quietly stopped working
- The meetings still happened every week. The results did not
- Rocks were written as activities, so the quarter before I arrived ended with 15 rolling over
- The Scorecard had eleven numbers on it and every one was a rear view mirror
- Rocks written as activities are hard to fail, so red was rare
- And when something did go red, nobody worked it through to a solve
- So red was just information. The quarter ended and the date had moved
- I took the Integrator seat and ran it
- The leadership team answered to me for what they said they would do
- I rewrote every Rock as an outcome with one owner, so a Rock could actually be failed
- I named a person against all 33 leadership and management seats
- I rebuilt the Scorecard around numbers that tell you what is coming, not what already happened
- I ran the Level 10 every week and pushed IDS until an issue actually got solved
- Where a client has an Implementer, I hold the seat between their sessions and stay out of them
- Rocks go red inside the quarter now, and the issue gets worked until it moves
- 48 of the 50 landed. The two that did not went when the owner left the business
- Priorities dragging into the next quarter went from 15 down to 2
- Seven seats came up where the person and the seat were not a match
More than $30M in revenue · 33 seats across multiple properties · one quarter
$21M of programs a year stopped arriving late
- Work came at them from every direction and nobody could see the whole of it in one place
- A third of what leadership committed to landed late, and you could not tell which third in advance
- Teams were blocking each other without knowing it, and the same work kept getting done twice
- The rework was not a quality problem. It was a sequencing problem
- With no single view of the work, every team was doing the sensible thing and protecting its own queue
- Nobody was doing anything wrong. The structure was making good people redo good work
- I owned the delivery numbers. If they had not moved, that was on me
- I decided what came into the business and in what order it got done
- I chaired the weekly leadership meeting and the leaders answered to me in it
- I sequenced the work across teams so they stopped tripping over each other
- I put numbers in front of leadership that showed what the money was actually buying
- On-time delivery went from 67 percent to 90 percent in eight months
- On a portfolio of $90M a year, that is $21M of programs that stopped landing late
- Delivery labor came down 12 percent, which is around $1.8M a year across a team of 100 plus
- Rework came down 27 percent
- The 67 and the 90 are their own delivery numbers, measured the same way
100+ people in the delivery organization · $90M annual portfolio · eight months
A capacity problem fixed without hiring a single person
- They were capacity constrained and could not say what they were actually able to commit to
- Work got taken on urgency rather than capacity
- So dates went into the business that the teams had no way of hitting
- Nobody had ever counted the work
- Everyone knew the place was over capacity, but it was a belief and not a number
- You cannot negotiate a date against a belief
- I owned whether the business could hit the dates it put in front of customers
- I counted what they were actually carrying, which nobody had done
- I decided what got built and in what order, against real capacity rather than demand
- I ran the weekly meeting where the commitments got made, and I said no in it
- I stayed in the seat until the leadership team was running it without me
- They stopped committing to dates they had no capacity to hit
- And they did it without adding a single person
- Delivery got predictable enough for the rest of the business to plan around
- It was still running when I finished
More than ten delivery teams · one roadmap · held after the engagement ended
Five teams, one ERP date, and five different versions of the truth
- Five delivery teams on an enterprise ERP program, competing priorities, one date
- Nobody was accountable for what happened between them
- Each team reported its own status, so leadership was hearing five different truths
- Every team was competent and on top of its own plan
- The risk lived in the handoffs, and nobody owned that space
- That shape repeats everywhere. The part that fails is rarely the part anyone is watching
- I owned whether five teams hit one date. That was the job and that was the measure
- I ran the operating rhythm across those teams and more than thirty people
- I decided the sequence between them, which is where the date was actually exposed
- I put weekly numbers in front of leadership that showed the real position
- Leadership had one weekly view of where things stood instead of five versions of it
- Integration went from no plan, no owner and no reporting, to something you could see every week
- Other teams on the program picked up the same rhythm
One ERP workstream · five delivery teams · more than thirty people
Have You Worked With Faiz?
We are building this section as client engagements grow. If you have worked with Faiz and would be willing to share your experience, reach out directly.
Share Your ExperienceReady to become the next documented result ?
Start with a conversation or the assessment. The work speaks first, and the numbers follow.