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Probably. In more than forty years, Stu has worked on underused technology, stalled strategies, mergers, underperforming teams, leadership transitions and culture problems. At PPL, for example, we led change management for a new IT system that employees were resisting, which led to a second year-long project.

On a first call, Stu will share the engagements closest to your situation, matched by function and, where possible, by industry.

We’ve worked in energy and utilities, healthcare and life sciences, financial services, technology and media, government, higher education, nonprofits and consumer products. Clients include PPL, IBM, AstraZeneca, JPMorgan Chase, the City of Philadelphia, Villanova University and UJA-Federation of New York.

Every organization has its own history and dynamics, so we spend time understanding yours before recommending anything.

Stu leads every engagement himself, so you work directly with him. When a project needs specialist skills, such as project management, legal, technology or finance, he brings in trusted advisors.

We’re best suited to focused work: a leader, a team, a department, or the people side of an organization-wide change. We don’t build or install technology. On large IT projects, we work alongside the firm that does.

Highly collaborative. We work closely with you, your team, your executive sponsor and the employees the change will affect. Bringing people in early lowers anxiety and makes them part of the solution.

We use the BEAM model to look at the whole system, not just the presenting problem. Clients often tell us we’re easy to work with and that we explain things clearly.

The Health Check is the TPS Strategic Capabilities Audit. Based on the Baldrige criteria for performance excellence, it applies the BEAM model to your organization, rates the health of each area on a six-level scale, and ranks recommendations by strategic fit, payoff and ease. Stu has presented it at the American Society for Quality and the International Society for Performance Improvement. More about the Health Check.

A typical first year of TPS Collaborative Performance Coaching is 61 to 72 hours. It starts with an intensive two-day session, continues with monthly sessions and check-ins, and ends with a closing session at twelve months. Shorter engagements around a specific goal or transition are also possible.

With a conversation about what’s going on. From there, many clients start with a project that has clear edges: a Health Check, a coaching engagement for one leader, or a facilitated off-site. Typically we spend a day or two on-site to start, then work remotely.

TPS, based in Narberth, helps organizations through merger integration as part of its Enterprise Performance Enhancement work. We focus on aligning structure, processes and culture, and on helping people from both organizations work as one.

Often the cause isn’t the people. It’s unclear roles, broken hand-offs, conflicting priorities, or a gap between the team and the strategy above it. TPS Team Facilitation helps a team find the real cause and agree on how to fix it.

We’re in Narberth, Pennsylvania, just outside Philadelphia. We work with clients throughout Greater Philadelphia and along the Northeast Corridor, and much of our work is remote.

BEAM (Business Effectiveness through Alignment & Management) is the TPS framework for understanding how an organization works. Culture sits at the hub, surrounded by strategy and leadership, structure, processes, technology, communication and people systems. Read about BEAM.