Mm-hmm.

But they did not want to change the way that it looked.

So visually, they didn't want to change the UI for the users.

But also visually, the legacy system looked like it was created in 1998.

Okay.

Yeah.

It's understandable that you want to create little to no disruption for the user, but you're also missing an opportunity to make the process and the user interface more efficient.

So how do you bridge that gap with someone who made their money doing it the old way?

Do you get the chance in your work to kind of pull the company up to that bigger picture? Is that part of what you do?

It depends on who you're working with.

Sometimes you're working with someone in a C-suite that has legacy goals, um, you know, to leave their own legacy.

Um, sometimes you have shareholder expectations.

Um, so it really depends on what is their driver, who is owning the project, and again, kinda going back to what are their objectives? So you can really kinda clarify and, and work together.

And in some cases, it's just, "Hey, we want an assessment and an opinion, um, because we just wanna validate what we're doing," or, you know, maybe we'll uncover something and we'll make a, a complete pivot, and it really depends.

I mean, I've had one client who was like, "I, I don't really know where we're going.

Uh, for the audience's benefit, just, like, give us an example of that, because I'd love for people to hear how you can call out, what situations you can call out, and how that's made a difference for you in your career, because I do think that is one of the most important lessons we can learn as women leaders when we are perhaps being ignored once too many- one too many times.

What's your background? How did you get into this? I love hearing that.

Well, I think my origin story hopefully will be a little bit entertaining.

I have an undergraduate degree from Cornell University, and I spent half my time in the architecture program and finished up in the design and environmental analysis program.

So I lived in Italy for a while after college to take some language classes in Bologna and travel around.

And then I ended up in New York City.

And I sort of needed to go to grad school because I wasn't really sure what to do with my degree.

So I ended up at NYU.

I didn't think about that.

How does that shift the way transformation programs are delivered compared to traditional consulting approaches?

And that's one of the reasons I joined Synthesis.

Traditional consulting has a built-in conflict of interest.

The business model rewards complexity and continued reliance.

The longer a client needs you, the better.

Synthesis is structured with the opposite goal, to increase the client's return on investment and decrease their reliance on us over time.

We're able to transfer capability, not dependency.

Why is this human-centered lens so essential in large-scale transformation?