Nineteen years spent inside talent development, project management, operations, and software rollouts — brought in to fix the parts of a growing company that started breaking under their own weight. Consider it a disturbance in your org chart, resolved.
Most consultancies specialize in one lane. These four keep breaking on each other in real companies — a training program without a process to reinforce it, a tool rollout with no one to manage adoption. Handling them together is the point.
Onboarding paths, manager training, and career frameworks designed to hold up as headcount doubles — not just a slide deck for new hires' first week.
Practical structure for founders and operators running projects without formal training — enough process to create accountability, not so much it slows the work down.
A direct look at how work really moves through your team, and a plan to fix the handoffs, bottlenecks, and workarounds that are quietly costing you time.
Change management for the software rollout itself — migration planning, training, and adoption tracking so the new system gets used, not worked around.
No hundred-page audits that sit in a shared drive. Every engagement ends with something your team can run without you.
A short, direct look at the specific function that's struggling — talking to the people doing the work, not just the ones managing it.
A plan sized to your team, not a template. Every recommendation states what it costs to implement and what it fixes.
Hands-on delivery alongside your team — building the training, the process doc, or the rollout plan, not just handing over recommendations.
Documentation and a short transition plan so the system keeps running once the engagement ends.
Nineteen years spent moving between the functions that most consultants only see from one side.
That path — from developing talent, to running projects, to fixing operations, to rolling out the software meant to support all three — is the reason this practice exists. Most growing companies don't have a training problem or a tools problem in isolation. They have a gap where those functions were supposed to connect, and no one whose job it is to close it.
ObieForce works with companies at that exact seam — usually somewhere between 20 and 300 people, past the point where founders can hold every process in their head, and before they've built a team dedicated to fixing it.
A short note on what's not working — a rollout, a process, a team that's outgrown its training — is the fastest way to find out if this is a fit.