Redesigning the sales-to-delivery model for a construction-technology consulting practice

Capabilities

• Enterprise Transformation & Operating Model
• Portfolio, Program & Delivery Governance
• Change Leadership & Adoption

Situation

A construction-technology consulting practice within a larger advisory and accounting firm was losing margin to under-scoped deals, late architecture discoveries, and unclear ownership between its sales, advisory, and delivery functions.

Approach

• Conducted eleven stakeholder interviews across sales, advisory, architecture, delivery, and finance
• Designed a trigger-based architecture review structure (an 'Architecture Control Tower') for early feasibility, staffing, and margin review
• Designed cross-functional 'pursuit pods' for complex, high-risk opportunities
• Established entry criteria, deal-intake process, decision boundaries, and a targeted 45-minute review cadence
• Developed pilot activation, telemetry, and change-management support for the new model

Outcome

Integration and staffing risks surfaced earlier in the sales cycle, with better alignment reported across sales, advisory, architecture, delivery, and finance during the pilot period.