Across Fortune 500s, PE-backed portfolio companies, and high-growth operators.
Social Proof / 240+ Engagements
Every transformation started with one honest conversation.
62%
Avg decision speed improvement
7→4
Avg layers removed
38%
Avg attrition reduction
Post-Merger Integration
Two org charts, two cultures, one mandate: make it one operating model before the next board review.
"We inherited 14 reporting layers after the acquisition. Reorg compressed it to six in 90 days. Our leadership team can actually make a call now."
in 90 days
Margaret Chen
CHRO · Northgate Capital Partners
"Post-merger integration was chaos until Reorg stepped in. Six weeks later we had a single operating model that both legacy teams could live in."
in 6 weeks
David Kowalski
Chief Integration Officer · Vantara Holdings
"Every board deck used to have a question about execution speed. After the redesign, that question stopped appearing."
William Sato
CFO · Apex Portfolio Group
"Three months, one clear operating model, and a leadership team that stopped fighting over who owns what."
Claudia Reyes
CHRO · Stellarpath Technologies
How a $2.4B acquisition became one operating model in 8 weeks
When Northgate Capital Partners closed their acquisition of Meridian Group in Q3 2024, they inherited not just 14 reporting layers — they inherited 14 layers of political debt. Two legacy CHROs, three competing planning calendars, and a senior leadership team that couldn't agree on who owned pricing. Reorg deployed a four-person diagnostic team on day one. By week three, we had mapped every decision bottleneck and identified 22 roles that existed solely to translate between the two legacy structures. By week eight, the combined org operated on a single model. The new structure had six layers, clear ownership, and — critically — a leadership team that understood why each role existed.
14 layers
6 layers
11-week decision cycle
3-week decision cycle
22 translation roles
0 — eliminated
Growth-Stage Scaling
Scaling fast without letting the org chart become the bottleneck between your ambition and execution.
"We scaled from 200 to 800 people in 18 months. Without Reorg's architecture, we'd have imploded."
Sofia Marchetti
COO · Cascada SaaS
"The diagnostic call alone was worth it. They identified three redundant layers we'd normalized over years."
Rachel Kim
VP People · Orion Logistics
"They understand that org design is political. They helped us navigate the stakeholder map, not just the org chart."
Amara Okonkwo
CEO · Brightfield Ventures
"We'd tried two other firms. Reorg was the first that gave us a model we could actually explain to our people."
Nathaniel Brooks
CEO · Waverly Consumer Brands
Scaling from 200 to 800 people without the org imploding
Cascada SaaS was growing at 3x year-over-year when their COO called us. The problem wasn't growth — it was that every new hire created a new ad-hoc reporting relationship. By the time we arrived, the org chart had 27 direct reports to the CEO, six undefined VP roles, and no one who could answer 'who owns enterprise customer success?' without a 20-minute explanation. We designed a three-layer structure that could absorb the next 600 hires without a reorg. Twelve months later, they'd hit 800 headcount with no structural intervention required.
27 CEO direct reports
6 direct reports
Role ownership: undefined
Role ownership: 100% mapped
Reorg required at every milestone
Structure held through 4x growth
Turnaround & Cost Restructuring
When the org itself is the liability — and the board deck is 60 days away.
"Decision cycle went from 11 weeks to 3. The board stopped asking us why nothing moves."
James Whitfield
CEO · Meridian Group
"They didn't just redraw boxes. They redesigned how accountability flows."
Priya Nair
PE Operating Partner · Summit Ridge Equity
"Attrition on the senior team dropped 40% in the first year. The roles finally made sense."
Trevor Osei
CHRO · Halcyon Infrastructure
"Our portfolio company was burning $4M a year on management overhead that wasn't creating any value. Reorg cut that in half."
in 12 weeks
Marcus Henriksen
Operating Partner · Cornerstone PE
First Step
The org isn't going to fix itself.
A 45-minute diagnostic call costs nothing. A 14-layer hierarchy costs you every week it survives.
What happens in the diagnostic
We map your current decision flows — not the org chart, the actual flows
We identify your top 3 structural bottlenecks by name
You leave with a clear hypothesis, not a vague proposal
The diagnostic call was more useful than six months of internal debate. They named the problem in the first 20 minutes.
Amara Okonkwo
CEO, Brightfield Ventures