Structure
Layers cost money; clarity earns it
We redesign reporting lines, spans, and matrix overlays so accountability matches how work actually flows—not how the last reorg left it.
Design work includes role catalogues, delegated authorities, and transition plans. We model cost and decision-speed impacts before the board approves changes.
Matrix or functional—which do you prefer?
Depends on customer segments and shared services economics—we model both.
How are redundancies handled?
Transition plans include redeployment options reviewed against Fair Work and contract terms before board approval.
What does the board receive?
A design paper with span tables, cost impact, decision-speed metrics, and a 90-day implementation calendar.
"Span tables by function stopped us applying a one-size-fits-all ratio—operations could go wide while compliance stayed narrow."
Design principles we apply
Spans are set by decision type—not generic ratios. Customer-facing roles stay close to the P&L; shared services consolidate only when volume justifies overhead.
Matrix structures are used sparingly, with clear escalation paths so dual reporting does not stall decisions.
Transition planning
Every design includes a role catalogue, delegated authorities, communication plan, and 90-day transition calendar before roles change.
Cost and speed modelling
Before the board approves changes, we model management overhead savings and decision-speed improvements separately so directors see trade-offs, not a single headline number.
Review your org design
Send a de-identified org chart and your pain point.