Where major changes break

• Every group has a different idea of the change. In a new tool rollout, the staff wonders about new workflows and IT sees a data migration. Leadership wants to see results. Everyone is right about their own piece, but unable to see the whole puzzle.

• Customers or staff can't or won't use it. They find workarounds (e.g., a paper form kept next to the new screen). Customers call for help instead. Metrics start to drop but it's not clear what could fix it, or even if the right things are being measured.

How I work

• Researching with the people affected. I run interviews, shadowing, surveys, usability testing with the staff and customers, in English, Portuguese or Spanish. When the subject is sensitive, I use trauma-informed methods. Using storytelling and plain language, I tie findings to decisions so leaders can see where a change will break before it launches.

• Deciding with the people who have to act. I bring the findings to everyone who has to carry out the change (e.g., leaders, frontline staff, IT and compliance) and facilitate working sessions where they agree on priorities and trade-offs.