Build the team that executes the plan.
Team selection, in-house training, and resource planning — the Phase 3 work that makes sure the capabilities on the other side of the transformation match the plan from Phase 2.
Before & after transformation.
Capability the plan depends on.
Most transformation plans die in Phase 3 — quietly, because the team needed to execute the plan does not exist yet and nobody is willing to say so in a board meeting. The honest work of Phase 3 is naming that gap and closing it: which roles need to exist, which roles can be trained from within, which roles have to be hired, and which roles can legitimately be outsourced.
We run the full workstream. Team selection: which roles are critical to execution, which ranges of seniority each role demands, and how the team structure should evolve as the transformation phases progress. In-house training: the capability gap for existing team members, the curriculum that closes it, and the ongoing coaching that keeps skills compounding. Resource planning: the tools, budget, and operational support that make the team actually productive rather than just employed.
This is not HR consulting. The plan is opinionated — we name the roles, the priorities, and the trade-offs, and we stand behind the recommendations because Phase 4 depends on them.
What makes the difference.
Team Selection
Role definition, seniority calibration, and team structure planning tailored to the plan from Phase 2. No generic org charts — the structure reflects your specific business and transformation stage.
In-House Training
Capability gap analysis for existing team members. Training curriculum — performance marketing fundamentals, measurement, BI, automation — delivered by practitioners currently doing the work at client accounts.
Resource Planning
The tools, systems, and budget allocations that make the team productive. Tooling choices calibrated to scale, not to current size — because the wrong tool at the start is harder to migrate out of than to select correctly at the beginning.
Coaching & Mentorship
Ongoing coaching for key hires and existing leaders. Not a training event that ends — structured, recurring engagement that ensures the new capabilities compound instead of decay.
Hire-vs-Outsource Decisions
Honest recommendations on which roles belong in-house and which are better outsourced. The bias is toward building in-house where it is sustainable, outsourcing where it is economically obvious. Not toward keeping ourselves on retainer indefinitely.
Integration With Execution Phases
Team Empowerment feeds directly into Phase 4 (Omnichannel Strategy) and Phase 5 (Analytics) — the team we help you build is the one that executes the plan alongside us.
Building the team.
Assess
Existing team capability audit, role-by-role. Skills mapped to the requirements of the plan from Phase 2. Gaps named explicitly.
Design
Target org structure. Role definitions. Hiring priorities and timing. Training curriculum for gaps closable from within. Outsourcing recommendations where appropriate.
Implement
Hiring support (role definition, interview frameworks, cultural fit criteria). Training delivery by practitioners. Coaching and mentorship structure stood up.
Hand Off
Team in place and trained. Phase 4 starts with the people who will execute it — not with the agency showing up and hoping the internal team can keep up.
Common questions.
Ready to build the team?
Let's talk about the team structure, training curriculum, and capability plan that Phase 4 will depend on.
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