Change Management · Leadership · Learning · Organizational Development
Most organizations don't lack a plan. They lack the readiness to act on it.
Since 2009, we have developed leadership capability, strengthened teams, and driven business transformation for government agencies, healthcare, nonprofits, and global brands. Our people-first approach empowers organizations to achieve lasting change — including AI-enabled ways of working and bilingual delivery in English and Spanish.
We become an extension of your team, not just another consulting firm.
People developed
1,500+Marriott leaders trained worldwide to 99% engagement2,000+ employees through Workday transformation
4,250+ employees supported through a statewide marketplace
Enterprise scale
42+State agencies in a single HRMS modernization22 psychiatric centers, statewide EHR rollout
18+ enterprise learning systems built end to end
Populations served
14MMedi-Cal members reached through modernization250,000+ Florida provider network members
23,000+ young people served, 2008–2015
Selected engagements
What we do
Four Practices, One Trusted Partner
Every engagement is tailored to your strategic goals. Each practice delivers value independently while working seamlessly with the others to create lasting change.
01
Change & Transformation
Stakeholder analysis, communication strategy, workforce readiness, and the unglamorous follow-through that decides whether a transformation is real. We stay through the messy middle.
Organizational change management • Change readiness • Communications • Stakeholder engagement • Technology and AI adoption • Business transformation • Bilingual (English/Spanish) delivery
02
Leadership Excellence
Programs and coaching for the people who set the tone — first-time managers through the executive team. Built around the decisions your leaders are facing this quarter, not case studies from someone else's company.
Executive coaching • Leadership development • Succession planning • Executive team facilitation • Leadership assessments • Leading through AI-driven change • Bilingual (English/Spanish) coaching
03
Learning & Workforce Capability
Learning strategy, curriculum design, LMS architecture, and the measurement layer underneath. We design for transfer: what happens on the Monday after the workshop is the only measure that counts.
Learning strategy • Enterprise learning • Onboarding • Talent development • Instructional design • Performance support • AI-enabled learning design • Bilingual (English/Spanish) curriculum
04
Organizational Strategy & Design
Structure, roles, culture, succession, and the operating rhythms underneath them. Diagnostic first, always — we will tell you when the problem isn't the one you hired us to solve.
Organizational design • Workforce planning • Culture • Organizational assessments • Process improvement • AI-enabled operating models • Bilingual (English/Spanish) assessments
Change-Ready Leadership
A co-branded program in development with Barb Glassman and G-FORCE Collaborations. Enterprise change fails on human readiness far more often than on technical design. This line pairs Braveheart's change architecture and learning systems with G-FORCE's emotional intelligence and conscious-organization practice — so the leaders carrying a transformation have the self-awareness and the mechanics to carry it.
Both firms are Rochester-founded and have worked adjacent to each other for years, including through Certified Workplace Ready™.
In process. Scope, curriculum, and delivery model are being finalized. If this is the problem in front of you right now, get in touch — early engagements help shape it.
How we work
GROUND · RALLY · ADVANCE · HOLD™
GROUND • RALLY • ADVANCE • HOLD ™
Our people-first framework for turning strategy into lasting change.
Stage One
01GROUND
Align Leaders
Organizational assessment, stakeholder analysis, leadership alignment, change readiness, and learning needs assessment. Understand the terrain before committing to it.
Stage Two
02RALLY
Engage People
Executive coaching, communication strategy, leadership development, stakeholder engagement, and facilitation. Get the people who must move, moving together.
Stage Three
03ADVANCE
Build Capability
Learning strategy, leadership development, workforce capability, onboarding, and performance support. Capability built in flight, not through meetings.
Stage Four
04HOLD
Sustain Change
Measurement, reinforcement, organizational capability, continuous improvement, and knowledge transfer. The change has to survive our exit.
Why Braveheart
A Cairn Is Built One Stone at a Time
Sir William Wallace is our founder's ancestor. What's remembered is the defiance; what's useful is the method. At Stirling Bridge he won by choosing ground that neutralized a stronger opponent, and by convincing ordinary people that acting together was less dangerous than waiting.
That is the work. Read the terrain before committing. Give people a reason to move. Build something that holds after the founder is gone — which, in his case, it did.
Courage isn't a personality trait. It's an organizational capability — and capability can be built.
Start with a conversation, not a proposal
An hour. We'll tell you honestly whether we're the right fit — even if that means pointing you in another direction.
We're the right fit if…
You're looking to build long-term leadership capability, strengthen your workforce, or support organizational transformation. We partner with organizations seeking strategic, sustainable solutions — not one-time training events.
How we help
Our Practice Areas
Every engagement begins with understanding your business, your people, and your goals. We'd rather recommend the right solution than sell the wrong one.
01
Change & Transformation
Successful transformation depends on people, not just technology.
Whether implementing enterprise technology, redesigning operations, or preparing for AI-enabled workforces, we help organizations build the readiness, confidence, and capability needed to sustain change long after implementation.
What an engagement can include
Assess & Align
Develop & Enable
Measure & Sustain
Typical engagement
Enterprise transformation initiatives supporting technology implementations, organizational redesign, digital modernization, and workforce change.
Representative results
- Medicaid modernization serving 250,000+ Florida provider members
- Statewide Oracle EHR implementation across 22 New York psychiatric centers serving 15,000+ users
- Workday transformation supporting 2,000+ employees
- HRMS modernization across 42+ state agencies
- Population Health transformation serving 14M Californians
- Enterprise learning transformation impacting thousands of stakeholders nationwide
02
Leadership Excellence
Today's leaders need more than technical expertise — they need the ability to inspire, adapt, and lead through change.
We partner with organizations to build leadership capability that develops confident leaders, strengthens teams, and improves organizational performance. Every engagement begins with understanding your organization's unique needs to delivering measurable, lasting results, and is tailored to the full leadership pipeline — from first-time supervisors to executive teams.
What an engagement can include
Assess & Align
Develop & Enable
Measure & Sustain
Typical engagement
Every engagement is tailored to your organizational strategic priorities and built around the real decisions leaders face every day, ensuring practical solutions that drive lasting performance.
Representative results
- Leadership development programs supporting more than 1,500 leaders
- Executive coaching and leadership academies across healthcare, hospitality, nonprofit, and corporate organizations
- Leadership pipeline and succession planning initiatives supporting enterprise growth
03
Learning & Workforce Capability
Learning should do more than transfer knowledge — it should build workforce capability.
We design learning ecosystems that accelerate performance, improve employee readiness, and create sustainable organizational capability. Our work integrates adult learning principles, instructional design, onboarding, quality improvement, and performance support to ensure learning drives measurable business outcomes.
What an engagement can include
Assess & Align
Develop & Enable
Measure & Sustain
Typical engagement
Project-based initiatives ranging from curriculum assessment to enterprise learning transformations.
Representative results
- Enterprise learning ecosystems supporting more than 6,000 employees
- Learning strategies supporting statewide technology implementations
- Organization-wide onboarding and workforce readiness programs
- Learning modernization initiatives across healthcare, government, and nonprofit organizations
04
Organizational Strategy & Design
When the same problem keeps reappearing after you’ve “fixed” it, that’s a signal the issue is structural — not situational.
High-performing organizations aren’t accidental; they’re intentionally designed. Our organizational strategy and design services help you diagnose root causes, align structure with strategy, and build systems that sustain results.
What an engagement can include
Assess & Align
Develop & Enable
Measure & Sustain
Typical engagement
Strategic consulting engagements supporting organizational growth, restructuring, workforce modernization, and operational improvement.
Representative results
- Workforce planning and organizational redesign initiatives
- Culture, recognition, and employee engagement programs
- Organizational capability and operating model assessments
- Performance improvement strategies across government, healthcare, nonprofit, and private-sector organizations
- Emotional Intelligence (EQ) and inclusive leadership initiatives across higher education and public-sector organizations
Across every practice
Two capabilities that run through all four
These are not separate service lines. They are built into how we assess, design, deliver, and measure every engagement.
AI enablement
Building AI-ready organizations
AI changes the work before it changes the org chart. We assess where AI actually lands in your workflows, prepare the workforce for it, and design the learning and change architecture that turns adoption into capability rather than licenses nobody uses.
AI readiness and workforce impact analysis • AI adoption and change enablement • AI-enabled learning design • AI-assisted content curation and personalized pathways • AI-enabled operating models • Leading through AI-driven change
Bilingual delivery
English and Spanish, end to end
A transformation that only reaches part of your workforce is not a transformation. We facilitate, write, and measure in both English and Spanish, so frontline and Spanish-speaking populations get the same quality of preparation as the executive team.
Live facilitation, training, and coaching • Curriculum, materials, and job aids • Change and stakeholder communications • Surveys, readiness assessments, and leadership assessments
Not sure which one you need?
That's a normal place to start. The diagnostic conversation is free and often ends with us naming a different problem than the one you called about.
Approach
GROUND · RALLY · ADVANCE · HOLD™
GROUND • RALLY • ADVANCE • HOLD ™
Every successful transformation follows a journey. Our four-stage methodology provides a practical framework for aligning leaders, engaging people, building capability, and sustaining lasting organizational change.
Stage one
01GROUND
Align Leaders
Understand the terrain before committing to it.
Every engagement begins with listening. We assess leadership alignment, stakeholder needs, organizational readiness, culture, and business objectives to ensure we're solving the right problem — not just the visible symptoms.
A diagnostic is normally limited by how much evidence a team can physically read in a few weeks. We use AI to lift that ceiling — prior engagement surveys, exit interviews, incident reports, policy documents, and every interview transcript analyzed as one body of evidence rather than a sample. Spanish-language responses are analyzed in Spanish, so nothing is lost on its way through translation. What this buys you is not speed. It is the ability to show, with evidence, where what the executive team believes and what the frontline experiences have come apart.
The output is a written diagnostic that names the actual constraint. A human names it. AI widens what we can look at; it does not get a vote on the conclusion. Sometimes the diagnostic confirms the brief. Often it doesn't, and we would rather lose the larger engagement than deliver against the wrong problem.
Focus areas
Stage two
02RALLY
Engage People
Get the people who must move, moving together.
Alignment is not a kickoff meeting. It is the work of making a change legible to every population it touches — executives who must fund it, managers who must carry it, and the staff who will decide with their behavior whether it happens.
Transformation succeeds when people understand where they're going and why it matters. We engage leaders and employees through communication, coaching, facilitation, and learning to build trust and momentum.
We build the communication architecture, sequence the conversations, and equip leaders to have them. Where the workforce is bilingual, that architecture runs in English and Spanish from the outset rather than as a translation afterthought. In regulated and unionized environments this stage takes longer than anyone budgets for, and shortening it is where most transformations quietly fail.
Focus areas
Stage three
03ADVANCE
Build Capability
Capability built in flight, not through meetings.
Organizations don't transform through presentations — they transform through people. We equip leaders and employees with the knowledge, skills, and confidence needed to succeed.
Learning is designed for the moment of use: role-based pathways, blended and AI-enabled delivery in English and Spanish, coaching where the stakes justify it, and reinforcement built into the operating rhythm rather than appended to it. Where AI is part of the change, we build the fluency to use it alongside the workflow it belongs to.
We measure adoption continuously and adjust in-cycle. The plan at week twelve should look different from the plan at week one — what we learn along the way is meant to change it.
Focus areas
Stage four
04HOLD
Sustain Change
The change has to survive our exit.
Real transformation happens after implementation. We reinforce new behaviors, measure adoption, transfer knowledge, and build internal capability so change continues long after our engagement ends.
That transfer is planned from the first week, not improvised in the last: internal facilitators certified, documentation left in a form your team will maintain, measurement handed to someone with the authority to act on it, and governance named.
This is the other stage where AI earns its place. Adoption stops being an assertion and becomes a measurement: system telemetry joined to learning data, and continuous listening in both English and Spanish rather than a single survey fielded after everyone has moved on. And what we hand over is a working thing — performance support configured against your own processes, in the flow of the work — instead of a binder that ages out in a quarter.
A cairn is built one stone at a time by everyone who passes, and it marks the route for whoever comes next. That is the standard we hold ourselves to: the capability stays after the consultant leaves, and it keeps running.
Focus areas
If you need us again next year for the same problem, we did it wrong.
A note on AI
Where we use it, and where we don't
AI belongs at the two stages organizations underinvest in. It does not belong everywhere.
We use AI heavily at Ground and Hold — reading more evidence than a diagnostic could otherwise reach, and making sustainment measurable after we leave. Those are the stages that get shortchanged because they are hard to staff, and they are where the leverage actually is.
At Rally and Advance the tooling stays in the background. Alignment is built by a person sitting across from an executive who does not yet want to move. Practice environments and faster content development help, but the conversation that changes someone's mind is not a workflow to be automated, and a method that claims otherwise is selling you software.
Our clients operate in Medicaid, state government, and behavioral health. Any AI we introduce has to survive a security review, a procurement office, and a HIPAA conversation before it survives a workshop. We scope data handling in writing at the start of an engagement, and we will tell you when the answer is that AI does not belong in a given step.
If AI improves every stage equally, it wasn't a method. It was a retrofit.
Put the method to work
Using THE BRAVEHEART METHOD™, we help organizations align leaders, engage people, build capability, and sustain change. Start with a conversation.
Clients & Results
Representative Results
What the work has produced, organized by practice area — and the client record beneath it.
Learning & Workforce Capability · Public sector
New York State of Health
Director of Learning & Development · 2016–2018
- Situation
- New York's statewide insurance marketplace was implementing Medicaid, Medicare, and ACA systems across multiple sites. The learning function required to support 4,250+ employees through it did not exist.
- What we did
- Built the department from zero — a 70-plus person learning organization across multiple locations. Set learning strategy, designed onboarding and compliance curricula for Medicare, Medicaid, and ACA systems, ran stakeholder engagement and workforce readiness, and managed executive relationships and implementation risk throughout the modernization.
- What held
- A functioning learning organization with its own measurement discipline, operating in a high-volume regulated environment through the most demanding phase of the program.
95%+ quality performance maintained at 5% attrition across 4,250+ employees during a statewide digital transformation.
Learning & Workforce Capability · Leadership Excellence · Healthcare
Episcopal Health Services
Director of Learning & Development · 2022–2025
- Situation
- A 6,000-person regional health system with learning distributed unevenly across clinical, operational, and administrative functions, and no coherent link between development activity and quality outcomes.
- What we did
- Architected a system-wide learning ecosystem and launched a corporate learning university aligned to quality, performance, and leadership readiness. Implemented AI-enabled enterprise LMS, performance, and survey platforms integrated into the workflows managers and clinicians already used. Designed the leadership pipeline and succession framework, and established enterprise communication frameworks supporting executive messaging and physician engagement.
- What held
- Learning metrics tied to quality outcomes and regulatory compliance, reported to executive leadership on a standing cadence — which is what moved learning from a cost line to a governance input.
A single learning ecosystem serving 6,000+ employees across a matrixed, heavily regulated health system.
Change & Transformation · Government
Florida Agency for Healthcare Administration
Senior OCM Communication Lead · 2025–2026
- Situation
- A Medicaid modernization program touching a provider network of more than 250,000 members, with adoption risk spread across an enormous and loosely connected population.
- What we did
- Led communication strategy and stakeholder engagement for the transformation, developed training strategy and curriculum, and provided implementation support through rollout — translating structural change into workforce readiness rather than training volume.
- What held
- A communication and readiness architecture proportionate to the size of the affected population, rather than a training catalog nobody would complete.
250,000+ provider members reached through the modernization program.
Organizational Strategy & Design · Leadership Excellence · Nonprofit
Girl Scouts of Western New York
Regional program leadership · 2008–2015
- Situation
- A nine-county regional organization serving 23,000+ young people, delivered almost entirely through 3,000+ volunteers. Program quality depended on a workforce that had to be recruited, developed and retained rather than directed — and retention was where the model was straining.
- What we did
- Directed regional program operations and led the operational restructuring behind them. Supervised and coached cross-functional teams across program delivery, community partnerships and membership growth; built staff training, leadership development and volunteer coaching programs; designed communication and community engagement strategy; and owned grant compliance, survey analysis and quality assurance.
- What held
- Restructuring and process optimization that improved retention, workforce performance and organizational effectiveness — with the coaching and leadership capability left inside the organization rather than resting on any one role.
23,000+ young people served through 3,000+ volunteers across a nine-county region.
Leadership Excellence · Global hospitality
Marriott & Gallup
Great Manager Fundamentals · Senior Learning Specialist
- Situation
- Leadership capability had to be built across the full pipeline — entry-level supervisors through senior and VP-level leaders — across a global operation, and on a timeline no conventional program calendar could reach.
- What we did
- Developed and implemented the instructor-led materials, Agile reference documentation, and implementation support resources behind global leadership development operations, delivered through Great Manager Fundamentals in partnership with Gallup.
- What held
- One curriculum that worked across levels and geographies, with the reference and implementation resources left in place for local delivery rather than depending on a central team to run every cohort.
1,500+ leaders trained worldwide within one year, reaching 99% employee engagement scores alongside increased sales and customer satisfaction.
Sectors
Where the work happens
Environments where a failed change costs more than a quarter.
The record
Client Engagements
- New York State Office of Mental Health — Statewide Oracle EHR implementation; stakeholder analysis, needs analysis, and communication planning across 22 psychiatric centers and 15,000+ staff, 2025–2026
- Hawaiʻi Rural Health Transformation Plan — Strategy and content supporting an enterprise-wide Health Information Exchange implementation and custom curriculum, 2026
- National Safety Council — Enterprise transformation; learning strategy, communication planning, and workforce readiness
- California Department of Health Care Services — Population Health Management transformation serving 14 million Medi-Cal members; training strategy, stakeholder engagement, and curriculum development
- California DHCS Dental MMIS — Medi-Cal dental modernization; instructor-led materials and implementation support
- Massachusetts Trial Court — Statewide onboarding training; stakeholder interviews, needs analysis, and course design
- New York State HRMS (PeopleSoft 9.2) — Enterprise HRMS implementation across 42+ state agencies
- New York State of Health — Workday transformation supporting 2,000+ employees; training strategy and workforce readiness
- New York State of Health — Learning organization built from zero, 70+ staff supporting 4,250+ employees through statewide marketplace, Medicaid and Medicare modernization; 95%+ quality at 5% attrition, 2016–2018
- Girl Scouts of Western New York — Regional program leadership and operational restructuring, 2008–2015
- AT&T Digital Life — Nationwide learning strategy & implementation, 2013–2015
- Verizon — Sales enablement & training, 2015–2016
- BetterUp — Sales enablement, 2019–2021
- Dick's Sporting Goods — Inclusion strategy; store operations training, 2019–2020
- University of Rochester — Leadership Coaching Certification Program, 2018–2020
- Builders Exchange of Rochester — Executive coaching; organizational strategy, 2019–2022
- Anthony L. Jordan Healthcare — Organizational strategy; recognition program, 2018–2020
- Greater Rochester Chamber of Commerce — Professional development program, 2017–2020
- Thompson Hospitality — Customer service; leadership development; training division strategy, 2016–2017
- NYS Wyoming County Social Services — Leadership development, 2011–2012
- South Beach Group Hotels — Employee engagement; leadership development, 2009–2010
- Marriott & DHL Express — Global leadership and organizational effectiveness programs
Want the detail behind any of these?
Ask. We will walk you through what worked, what didn't, and what we would do differently.
Partners
What we deliver with others
We keep this page separate so it is always clear what Braveheart delivers directly and what we deliver alongside a partner firm.
Change-Ready Leadership
Developed jointly with Barb Glassman, President & CEO of G-FORCE Collaborations. Enterprise change fails on human readiness far more often than on technical design — leaders are asked to carry a transformation without ever being equipped to manage their own response to it, let alone anyone else's.
This line pairs Braveheart's change architecture, stakeholder strategy, and learning systems with G-FORCE's emotional intelligence and conscious-organization practice. The intent is a single program that develops the self-awareness and the mechanics together, delivered to leadership populations inside live transformations rather than as standalone development.
Both firms were founded in Rochester and have worked adjacent to one another for years, including through Certified Workplace Ready™, which Barb co-founded.
In process. Scope, curriculum, pricing, and delivery model are being finalized and this page will be updated as they settle. If this is the problem in front of you now, get in touch — early engagements help shape the design.
Programs we bring to clients
These are delivered or licensed by partner organizations. We recommend and implement them where they fit; we don't claim them as our own.
Certified Workplace Ready™
Partner programA professional development program focused on social-emotional skills and responsible decision-making for people new or newer to the workplace. Useful where early-career attrition, supervisor load, or onboarding quality is the presenting problem. Co-founded by Barb Glassman of G-FORCE Collaborations.
certifiedworkplaceready.com →LifeGuides®
Partner network · Strategic advisory roleA peer network that matches employees facing a significant life challenge with trained Guides who have navigated the same one. It fills a real gap between an EAP and a manager conversation, and it addresses one of the largest untreated sources of lost productivity in most organizations. Our founder serves as a strategic advisor to LifeGuides.
lifeguides.com →Exploring Racism Group
Partner program · Content contributorA Rochester-founded program for leaders and influencers, run in three tiers: a half-day foundational seminar, a year-long confidential peer cohort, and continuing groups for alumni. It is built around sustained small-group work rather than a single training session, which is why it changes behavior where one-off sessions do not. Our founder is a content contributor to the program.
exploringracism.org →Coaching networks
Delivery partnersWhere an engagement calls for coaching at a scale beyond our own bench, we work with established coaching platforms and independent ICF-credentialed coaches. Our founder is a Gallup Leadership Coach and past faculty in the University of Rochester's ICF-accredited Leadership Coaching Program, so we assess these partners on the same standard we hold ourselves to.
About
A practice, not a portfolio of decks
Braveheart Consultants has operated since 2009. In that time we have designed and scaled enterprise learning systems for over eighteen organizations, and led change for state agencies, health systems, and global brands.
Founder, Co-Owner & Principal
William E. Wallace, M.S.
Executive Leadership • Organizational Development • Culture Transformation
Will builds the leadership capability organizations need before they need it. Over two decades he has designed and scaled learning ecosystems for health systems, global brands, technology companies, and government agencies — leading functions as large as 70 professionals.
As Director of Learning & Development for Episcopal Health Services, he architected a system-wide learning ecosystem for a 6,000-person regional health system, launched a corporate learning university aligned to quality and leadership readiness, and owned the measurement layer connecting learning to quality outcomes and regulatory compliance. Earlier, at the New York State of Health marketplace, he built and led a 70-plus person learning organization supporting 4,250+ employees through a statewide digital transformation, holding 95%+ quality performance at 5% attrition.
His approach is grounded in behavioral science. He is known for helping executives understand how lived experience shapes leadership behavior — an evidence-based lens that makes development stick where conventional programs plateau. He is an early and practical adopter of AI in the talent function, designing AI-enabled blended learning, content curation, and personalized pathways inside enterprise systems, and advising organizations on AI readiness and the workforce implications that follow. His organizational change management practice runs alongside that work rather than separate from it: he has led the human side of enterprise implementations — stakeholder strategy, readiness, communications, and adoption — and built the leadership pipelines that have to carry them, which is why Braveheart treats change and leadership development as one problem rather than two.
Will is past president of ATD Rochester, co-founder of DisruptHR Rochester, and past faculty in the University of Rochester's ICF-accredited Leadership Coaching Program. He holds an M.S. in Organizational Learning and Leadership and a B.S. in Business Administration from Barry University.
Co-Owner & Managing Partner
Leticia Smith-DeJesús
Organizational Change • Learning & Workforce Development • Business Transformation
Leticia Smith-DeJesús is a Strategic Management Consultant with more than 18 years of experience helping organizations successfully navigate enterprise transformation through organizational change management, learning strategy, leadership development, and workforce modernization.
She partners with executive leaders to align people, processes, technology, and culture, ensuring organizations are prepared to adopt change while building the leadership and workforce capability needed for long-term success.
Her expertise includes organizational change management, leadership development, learning strategy, succession planning, onboarding, enterprise learning, workforce transformation, stakeholder engagement, executive communications, digital adoption, and AI readiness across healthcare, government, higher education, nonprofit, and corporate organizations.
As a Prosci® Certified Change Practitioner, Leticia combines structured change methodologies with practical consulting experience to help organizations improve adoption, strengthen leadership alignment, and achieve measurable business outcomes.
She facilitates, writes, and measures in both English and Spanish, which is why Braveheart designs communications, curriculum, and assessments in both languages from the outset rather than translating them at the end. It is the difference between a transformation that reaches a workforce and one that reaches part of it.
She believes successful transformation happens when organizations invest equally in strategy, leadership, learning, and people.
Why Braveheart
Why organizations choose us
Organizations choose Braveheart because we combine deep expertise in leadership development, learning strategy, organizational effectiveness, and enterprise transformation to solve complex business challenges.
Together, our leadership team brings 50+ years of combined experience partnering with organizations to strengthen leadership capability, develop workforce talent, modernize learning, and guide transformational change across healthcare, government, nonprofit, higher education, and corporate sectors.
We believe lasting transformation happens when leadership, learning, and organizational change work together. By aligning strategy, people, culture, and execution, we help organizations create measurable results that endure long after an engagement ends.
Our values
What we stand for
Four commitments that shape how we work, who we take on, and what we leave behind.
Lead with Courage
We address difficult challenges with honesty and integrity.
Build Capability
We leave organizations stronger than we found them.
Partner with Purpose
We become an extension of our clients' teams.
Deliver Lasting Results
Our success is measured by the capability that remains after we're gone.
Vision
Courage built into the system, not left to the brave.
We work toward organizations that do not depend on exceptional individuals to survive change — where the capability to face hard things is designed, taught, measured, and shared, and where the people carrying a transformation are equipped rather than expended.
Mission
We build the capability that turns decisions into adoption — then hand it over.
We work with health systems, government agencies, nonprofits, and global brands where a failed change costs more than a quarter — it costs patients, citizens, and careers. We diagnose before we prescribe, build capability in flight rather than in a classroom, and transfer ownership before we leave.
Our commitments
Six commitments, and what each one costs us
Values are what we believe. Commitments are what we hold when holding them is expensive — so we have written down the price.
01
Diagnose before prescribing
Every engagement opens with a diagnostic, and we hold that line even when a client arrives certain of what they need. We name the actual constraint, in writing.
What it costs usWe lose work by telling clients the problem is somewhere else. We would rather lose the engagement than deliver against the wrong problem.
02
Build to leave
Ownership transfer is planned in the first week, not improvised in the last. Internal facilitators get certified, documentation is left in a form your team will maintain, and measurement goes to someone with authority to act on it.
What it costs usWe design ourselves out of recurring revenue. If you need us again next year for the same problem, we did it wrong.
03
Evidence over assertion
Behavioral science, measurement, and honest data — not charisma, and not a framework borrowed whole from a company that looks nothing like yours.
What it costs usSlower, less flattering answers. Sometimes the finding is that a leader's favorite initiative is not working.
04
Everyone carries a stone
A cairn is built by everyone who passes. Change belongs to the many, so we design for the frontline supervisor and the night-shift nurse, not only for the steering committee.
What it costs usAlignment takes longer than executives want it to, and we will not compress it to protect a launch date.
05
Access is a design decision
Who gets developed, who gets told, and who can actually use the system are choices — and they are usually made by default. We surface them and make them deliberately.
What it costs usWe raise the question of who is being left out at moments when nobody asked, and we will not build a leadership pipeline that quietly reproduces the room it started in.
06
Steady in the messy middle
Courage is a discipline, not a temperament. The hardest stretch of any change is after the launch and before the results, when attention has moved on. We stay.
What it costs usWe turn down work we do not have the capacity to finish, and we decline engagements scoped to end at go-live.
The name
Why Braveheart
Sir William Wallace is our founder's ancestor. What's remembered is the defiance; what's useful is the method. At Stirling Bridge he won by choosing ground that neutralized a stronger opponent, and by convincing ordinary people that acting together was less dangerous than waiting.
The mark is a cairn. In the Highlands a cairn is built one stone at a time by everyone who passes, and it marks the route for whoever comes next. It is close to a literal description of the work: we don't transform organizations overnight — we build capability leader by leader, team by team, change by change.
Courage isn't a personality trait. It's an organizational capability — and capability can be built.
Affiliations
Where we show up
- Past President, ATD Rochester
- Co-Founder, DisruptHR Rochester
- Past Faculty, University of Rochester Leadership Coaching Program
- VP Community Engagement, NAAAHR
- Strategic Advisor — EHS Nursing Residency, St. John's ICARE, LifeGuides
- Member, Association of Change Management Professionals
- Member, Society for Industrial and Organizational Psychology
Recognition
Awards
- Briljent Bravo Award — multiple-time recipient, 2025–2026
- Episcopal Health Services ICARE Award, 2023; ION Award, 2024
- Maximus MVP, 2018
- Fontainebleau Excellence Award, 2009
- DHL STAR Award — multiple-time recipient, 2007–2008
- Marriott MVP Award — multiple-time recipient, 2001–2006
- Delta Epsilon Iota National Honor Society
Contact
Start with a conversation
An hour, no proposal attached. We will tell you honestly whether we are the right fit — and who to call if we aren't.
Send us a note
Or tell us roughly what's going on. We reply within two business days.
Direct
Phone
(954) 683-2052Location
Fairport, New York
Engagements delivered nationally and remotely
Before you write
It helps to know three things: roughly how many people are affected, what you have already tried, and what has to be true twelve months from now. If you don't know yet, that's fine — say so and we'll work it out together.