Construction technology consulting
Redesigning the sales-to-delivery model for a construction-technology consulting practice
Foundational Experience
Enterprise Transformation & Operating ModelPortfolio, Program & Delivery GovernanceChange Leadership & Adoption
Situation
What was happening.
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.
Operating constraint
What had to change.
Sales, architecture, and delivery had no shared checkpoint to catch risk before contracts were signed.
Structure built
How the work moved.
- 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
What followed.
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.