Detroit, MI
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Enterprise Transformation

I see what
others miss.
Then I build
what fixes it.

Over 20 years of leading complex organizational transformation across healthcare, manufacturing, retail, and entertainment. I carry the outcome, not just the opinion. The kind of leader who brings range, intellectual curiosity, and a bias toward what actually works over what has always been done.

Stephen Justin
How I work
i.
Think without borders
The best answer to a hard problem is rarely found inside the industry where the problem lives. I approach challenges without the constraint of how things have always been done here, drawing on whatever thinking is most useful regardless of where it came from.
ii.
Find the constraint first
Every stuck system has one thing blocking everything else. The mistake is fixing ten things at once. I spend the first weeks finding the real constraint, not the presenting symptom, and building the sequence around it.
iii.
Own the outcome
There is a fundamental difference between advising on a problem and being accountable for solving it. I have spent the majority of my career on the accountability side of that line. That shapes how I think, how I build teams, and what I consider finished.
iv.
Multiply, don't carry
I do not need authority to move an organization. I build coalitions by understanding what people actually need, earning trust laterally, and creating conditions where the people around me do their best work. The goal is always a team that runs without me, not one that depends on me.
Perspective
"The most valuable thing I bring to a room is a different set of reference points than anyone else in it."

Most transformation programs fail not because the people running them lack skill. They fail because everyone in the room is drawing from the same well. The same playbooks, the same frameworks, the same industry references. When that happens, the problem does not get solved. It gets managed.

Over 20 years of deliberately working across industries that do not typically talk to each other has shaped how I approach problems. The operating model I built for a global manufacturing workforce program came directly from how software teams manage distributed delivery. The governance framework I designed for a healthcare system drew from how retail chains manage franchise consistency. The cross-pollination is not accidental. It is the method.

The problems that stay broken are usually the ones where everyone is looking in the same direction. I look somewhere else first. Then I bring others along.

The goal is not governance, process, or technology. Those are mechanisms. The goal is helping organizations create value in ways that persist after the initial transformation effort ends.

Industries
Where the experience was built
Healthcare
Consumer Goods Manufacturing
Retail
Entertainment & Theme Parks
Professional Services
Technology
Selected Impact
Representative work across 20+ years — organizations and clients are not named
Lifted federal audit scores from 75% to 95%
Regional health plan with no data governance foundation — built the operating model, master data layer, and integrated workflows across credentialing, contracting, and claims from scratch.
Healthcare
Recovered a Fortune 20 legacy replacement on its third attempt
Shifted C-suite decision-making from vendor narrative to objective delivery data, drove first-pass rates from 57% to 84%, and recovered two to three month delays to two weeks ahead of a federal compliance deadline.
Retail Pharmacy
Rebuilt $100M+ in technology investment from project to product
Redesigned the organizational structure and transformation roadmap for a major greenfield entertainment program, moving from stalled delivery to opening day on time across 8 value streams.
Entertainment
Commanded 200+ resources through a 52-hour global SAP cutover
Largest SAP ECC to Azure migration of its kind globally — built the client-side PMO from scratch, recovered a live incident without timeline impact, and closed hypercare with zero Priority-1 incidents.
Life Sciences
Improved delivery trajectory from two months behind to two weeks behind at scale
Built audit dashboards and strike team methodology that created objective visibility across a Fortune 200 workforce transformation spanning 51 sites, 7 countries, and 20 system integrations.
Consumer Goods Manufacturing