The Adoption Gap

Most transformations do not stumble on strategy or budget. They stumble in the space between the plan and the people expected to live it. Alice calls this the adoption gap. Systems go live, new operating models are announced, and still the everyday behavior does not shift. Sponsors align in the boardroom but send mixed signals in the hallway. Teams are trained yet not truly ready. Information is shared, but understanding and buy in are not. Her career has been built on closing that gap, so that change is not simply designed and deployed, but genuinely adopted and sustained.

Change Management as Design

Alice treats change as something to be designed, not simply managed. Drawing on structured change methodology and organizational design, she maps how a change will land on roles, workflows, and relationships, then builds the readiness, communication, and reinforcement plans that carry people from awareness to commitment. She aligns sponsors and leaders around a shared vision, prepares the organization well before go live, and creates the feedback loops that surface resistance early, while there is still time to respond. The aim is always the same: reduce friction, build ownership, and make a new way of working feel less like disruption and more like progress.

Developing Leaders Who Lead Change

Lasting adoption depends on capable leaders, so much of Alice’s work centers on developing them. As an Associate Certified Coach, she partners with executives and emerging leaders to strengthen the capabilities that change demands: a clear vision, honest communication, resilience, and the steadiness to guide others through uncertainty. She designs leadership development and coaching programs, supports succession planning, and helps leaders model the behaviors they ask of their teams. When leaders grow, adoption accelerates, culture strengthens, and the organization becomes more capable of leading the next change on its own.

Partnering With Frontone Advisory

As a Principal Consultant with Frontone Advisory, Alice brings the human dimension of transformation to the firm’s work. Many organizations pour resources into strategy and technology yet underinvest in the leadership, culture, and change capability that decide whether those investments ever take hold. Alice helps close that gap, connecting the firm’s OAK Method, which rebuilds the operating architecture beneath execution, with the Grove, which sustains leadership and growth over time.

She partners with executive teams ready to move beyond stalled initiatives and build organizations that adopt change with confidence. In her engagements she aligns leaders on what matters most, prepares people for what is changing and why, strengthens coaching and communication capability, and designs the reinforcement that makes new behaviors stick. Her approach is practical, evidence based, and measured by one standard: change that people embrace and results that endure well beyond the life of the project.