Our Work

Strategy

Clarity on where to go and why.

1. Enterprise Bankruptcy Turnaround & Restructuring (Fred Dewey)

When Complemar Partners Inc., a third-party logistics and fulfillment technology company, faced a pre-arranged bankruptcy, Fred Dewey stepped in as President to lead a massive enterprise turnaround. The situation was dire and required swift, decisive strategic maneuvering to prevent the loss of the business and its workforce. Fred successfully secured $2.5 million in essential bank and equity financing to execute the purchase. He then executed a strategic restructuring by consolidating facilities and organizations to stabilize the company. Ultimately, this bold strategy saved 150 jobs, preserved every single customer relationship, and allowed Fred to successfully transition a revitalized enterprise to his hand-picked successor.

3. Equitable Research Framework for Racial Justice (Tyler William Dewey)

To help the peacebuilding INGO Peace Direct determine how to best support racial justice and healing in the United States, Tyler William Dewey operated as a Research Consultant to design a path forward. He collaborated with a team to invent and execute an equitable research framework for the organization. A key strategic priority was ensuring the outreach phase was highly diverse, capturing insights from various organizations working on a broad subset of racial healing issues. Tyler applied his communication skills to interview stakeholders and synthesize complex qualitative data. The project culminated with Tyler co-writing and editing a comprehensive 50-page report that delivered clear, strategic recommendations on how the client could effectively advance racial justice initiatives.

2. Secretarial Procedures for Tribal-State Gaming (Jeffrey T. Smith)

Navigating the complex landscape of tribal sovereign status and state relations requires a highly specialized strategic approach. Jeffrey T. Smith represented a California Tribe during high-stakes Tribal-State Gaming Compact negotiations. When a standard compact route proved challenging, Jeffrey strategically pivoted the approach to draft and negotiate Secretarial Procedures instead. He guided the Tribe through the intricacies of this alternative regulatory pathway. Ultimately, his strategic legal maneuvering culminated in seeking and navigating approval directly from the U.S. Secretary of the Interior, ensuring the Tribe's economic development goals were met.

Business Development

1. Expanding U.S. Government Contract Revenue (Gabriel Kauper)

As Marketing Communications Manager for Maersk, Gabriel Kauper drove massive business development efforts aligned with the company's broader go-to-market strategies. He took on the critical role of Proposal Manager, spearheading responses for over 15 distinct Requests for Proposals (RFPs) for U.S. government contracts. Navigating the rigorous demands of federal procurement, Gabriel ensured that all submitted proposals achieved a 100% compliance rate with RFP requirements. His strategic capture management and proposal execution were directly responsible for staggering organizational growth. Ultimately, Gabriel's efforts helped Maersk secure more than $400 million in new revenue and expand their asset base by 40%.

3. M&A of an 8(a) Federal Contractor (Jeffrey T. Smith)

Mergers and acquisitions represent a highly complex tier of business development, requiring precise negotiation and deep regulatory knowledge. Jeffrey T. Smith provided legal and strategic representation for an 8(a) federal contractor looking to navigate a major organizational transition. The 8(a) designation adds layers of complexity to any transaction due to strict federal contracting regulations and ownership rules. Jeffrey successfully managed the legal strategy and negotiations required to complete the sale. His expertise in business transactions ultimately facilitated the successful sale of the federal contractor to an Oklahoma Tribe, securing a lucrative exit and a powerful new tribal enterprise partnership.

 New opportunities aligned with your strategy and ideal customers.

2. Scaling Membership for Underserved Demographics (Carlie Smith)

Carlie Smith demonstrated exceptional community-focused business development by driving massive membership growth for the Girl Scouts Nation's Capital. Tasked with one of the highest membership recruitment goals in the country's largest Council, Carlie actively recruited and retained key volunteers and leaders for 250 troops. She strategically focused on market expansion by increasing participation in underserved outreach areas where troops had not previously existed. To ensure long-term sustainability, she trained and managed administrative volunteer teams to empower Troop Leaders. Through these targeted outreach and relationship-building efforts, Carlie successfully established more than 100 new troops and secured programming for 2,000 Girl Scouts.

Revenue Operations

Systems and processes to implement, test, and adapt strategy.

1. Facility and Technology Overhaul (Tyler William Dewey)

While serving as an Operations and Administrative Specialist for USAID/OTI, Tyler William Dewey tackled a massive operational overhaul. He provided critical business management analysis, managing daily operations, coordinating events, and overseeing vendor relationships for the agency. To support a major facility transition, Tyler led complex change management initiatives to relocate a 12,000-square-foot facility. Concurrently, he oversaw vital technology decommissioning and managed comprehensive security upgrades to ensure seamless program execution. Through this rigorous implementation of infrastructure and process improvements, Tyler successfully increased the agency's operational efficiency by 40 percent.

3. Financial Process Optimization via Lean Six Sigma (Gabriel Kauper)

Gabriel Kauper demonstrated the power of rigorous workflow improvement by spearheading a critical operational overhaul at Maersk. The global organization was seeking ways to streamline its internal financial processes and improve overall capital efficiency. Gabriel stepped up to lead a targeted Lean Six Sigma process improvement initiative across the enterprise. By identifying bottlenecks and implementing structured operational changes, he dramatically optimized the company's financial operations. This initiative yielded massive, measurable results, ultimately improving Maersk's cash flow by $4.8 million in a span of just six months.

2. FinTech Startup Operational Implementation (Fred Dewey)

As the Interim Chief Executive Officer for FloodBroker Insurance Services, Fred Dewey built the operational infrastructure needed to scale an early-stage FinTech startup. He immediately established core business processes and operational systems to modernize the company. Fred successfully transitioned the firm's sales and service operations to a completely paperless model and specified a new cloud computing system. He also focused on human capital operations, hiring and training a staff that grew from three employees to ten. Within just nine months, these sweeping operational improvements allowed the company to double its revenue and double the number of states in which it operated.

Change & Trust

1. Organizational Culture Transformation (Tyler William Dewey)

At the Ethiopian Community Development Council, Tyler William Dewey faced a profound organizational culture crisis characterized by a staggering 100 percent employee turnover rate. Managing a team of 15 across five federally funded social service programs, he initiated comprehensive organizational transformation efforts. Tyler implemented structured behavioral science frameworks to improve team dynamics and service delivery for over 2,000 annual clients. He provided targeted training and consultation to rebuild trust and clarify program requirements. Ultimately, his empathetic and strategic leadership stabilized the human capital, slashing turnover to just 12 percent while simultaneously boosting operational support capacity by 50 percent.

3. Estate Rescue and Business Transition (Fred Dewey)

Fred Dewey stepped into a highly sensitive crisis management role as the Turnaround Chief Executive Officer for Good Life Tea. Following the sudden and tragic passing of the e-commerce company's owner, the business was shuttered, and the estate attorney planned to liquidate its assets entirely. Fred navigated the emotional and operational turmoil, stepping in to restart and recapitalize the struggling company. He took over daily operations temporarily, stabilizing the business during a period of immense uncertainty and grief. Ultimately, Fred restored trust in the company's viability, saved the business from dissolution, and successfully facilitated its sale to its original co-founder.

Evolution through conflict, reflection, and adaptation.

2. Syrian Unity Negotiations (Anthony Wanis-St. John)

Operating in a high-stakes, geopolitically sensitive environment, Anthony Wanis-St. John served as a Facilitator for the National Democratic Institute. He was tasked with the immense challenge of finding common ground among deeply fractured Syrian opposition groups in Istanbul. To build trust and foster dialogue, Anthony designed a highly complex, scalable thirteen-party negotiation exercise. This robust simulation forced activists to collaboratively tackle explosive issues surrounding institutional reforms, human rights accountability, and democratization. By completing the facilitator guide and piloting the workshop, Anthony created a crucial framework for unity and conflict transformation under extraordinary international pressure.

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