GRIFFOX Consulting · Leadership · Strategy · Change
Consulting grounded in organizational reality.
GRIFFOX provides leadership strategy consulting for public- and private-sector organizations that need clearer leadership, stronger alignment, and a practical way to move from strategy into operations.
Every engagement begins with the organization as it is: its people, responsibilities, history, methods, constraints, and work already underway. We help leaders decide what needs to move—and what should remain.
Where the work begins
A real organizational tension—not a packaged solution.
Organizations usually contact us because something important is not connecting. The strategy may be sound, the initiative may be well planned, and capable people may still be working at cross-purposes.
Strategy is not becoming coordinated action.
Priorities are understood differently across leadership, teams, and operations, leaving execution fragmented.
Too many changes are drawing on the same organization.
Projects are managed separately while their combined effect on people, services, systems, and workload remains difficult to see.
Responsibility becomes unclear between project and operations.
Teams need clearer decision rights, handoffs, and support once change enters day-to-day work.
The available information is not creating a shared picture.
Leaders need a more useful way to interpret data, experience, risk, stakeholder signals, and unintended effects together.
Consulting pathways
Focused support for the part that needs to move.
The scope follows the need. Some engagements concentrate on one leadership team or initiative; others require a wider look at structures, operating responsibilities, and the decisions shaping change across the organization.
People and leadership
Leadership and manager development
Practical development that strengthens how leaders communicate, make decisions, coach, collaborate, and carry responsibility through change.
- Executive, manager, and supervisor development
- Facilitated leadership and manager labs
- Communication, coaching, and decision practices
Direction and alignment
Strategy and organizational alignment
Support for leadership teams translating priorities into outcomes, ownership, measures, and an operating rhythm people can use.
- Strategic planning and facilitated alignment
- Outcome, ownership, and decision mapping
- Stakeholder engagement and communication
Systems and performance
Organizational assessment and improvement
A structured look at workflows, responsibilities, evidence, and operating conditions to identify meaningful points of intervention.
- Current-state and organizational assessment
- Process, dependency, and risk analysis
- Improvement priorities and practical roadmaps
Change in practice
Implementation and change support
Hands-on support as direction moves into operational reality, including reflection and recalibration when evidence calls for a different course.
- Implementation planning and change-risk review
- Role clarity, handoffs, and operating support
- Progress reviews and course correction
We do not assume that every client needs every service—or a completely new system. The engagement is defined around the situation, the people who own the work, and the outcome the organization is trying to achieve.
How we work
A practical engagement rhythm—not a prescribed answer.
The work is structured enough to create clarity and flexible enough to respond to what the organization learns. We make scope, responsibilities, evidence, and decisions visible throughout the engagement.
The GRIFFOX Layered Cake Model™ informs how we understand initiative-level change, operational ownership, enterprise decisions, and learning over time. We use only the perspectives and tools that fit the engagement.
Explore the public GLCM overviewListen and understand
Clarify the question, hear the people closest to the work, and examine the current organizational reality.
Frame the work
Define the outcome, scope, ownership, measures, constraints, and decisions that will guide the engagement.
Work alongside the organization
Facilitate, develop, test, and implement with the leaders and teams who will continue carrying the work.
Review and recalibrate
Interpret evidence and experience together, adjust where necessary, and strengthen the organization’s capacity to continue.
Engagement formats
Right-sized for the work in front of you.
Engagements can be focused and short or extend over several months. The exact scope, milestones, responsibilities, and acceptance criteria are defined before work begins.
Focused strategy sprint
A defined question, concentrated assessment or facilitation, and a practical direction for the next stage of work.
Leadership or change program
A connected sequence of development, implementation support, review, and organizational learning.
Executive advisory support
Regular senior-level thought partnership around decisions, alignment, progress, risk, and recalibration.
What the work may produce
Useful outputs—not documents for their own sake.
Deliverables are chosen because they help the organization make decisions, coordinate work, and continue after the engagement.
Experience in practice
Work shaped by the organization—not a generic playbook.
GRIFFOX has worked across health, local and state government, higher education, and private organizations. These examples show the range of engagement settings without suggesting that one client’s solution should be copied into another.
State health department
Leadership and process improvement
A six-month program connecting leadership development with the operational work participants were responsible for improving.
City department
Strategy sprint and manager labs
A 12-week engagement focused on shared priorities, manager practice, and translating direction into day-to-day work.
Mid-size company
Executive alignment and decision rhythm
Support for an executive team clarifying ownership, improving coordination, and establishing a more useful cadence for decisions.
Review selected work and evidence
Client perspective
“GRIFFOX, LLC consistently delivered all project components on time and exceeded our expectations in both content and delivery.”R. Bedford · Project Administrator · Kansas City Health Department
The people behind the work
A small senior team with complementary experience.
Together, the team brings more than 50 years of experience across leadership, strategy, program development, process improvement, and organizational change. Clients work with people who remain close to the engagement and accountable for the quality of the work.
Harald Lavric
CEO & President · GLCM creator
Harald brings more than 25 years of leadership and consulting experience across customer service, compliance, organizational development, strategy, and large-scale change.
Read Harald’s profile
Brian Krueger
VP of Strategic Planning
Brian is a Six Sigma–certified strategist with more than 15 years of experience helping organizations improve efficiency, quality, workflows, and performance.
Gesa Lavric
VP of Program Development
Gesa develops leadership and workforce programs that strengthen communication, collaboration, engagement, and the practical confidence people need to lead.
Procurement readiness
The practical information public organizations need.
Procurement questions should not wait until the end of a promising conversation. We can address eligibility, scope, contracting requirements, timelines, and documentation early.
Common questions
Before a first conversation.
These are starting points. The right scope depends on your organization, the question you are facing, and who must own the work.
Does GRIFFOX work only with public-sector organizations?
No. We work with public- and private-sector organizations. Public-sector and health-sector experience is an important part of our background, but the work is defined by the organizational need rather than the sector label.
Does every engagement use the full GLCM?
No. The GLCM informs how we understand organizational change, but we use only the perspectives and tools that fit the client’s situation. Consulting is not a requirement to adopt the entire model.
What does an engagement usually look like?
Typical formats include focused 4–8-week strategy sprints, 3–6-month leadership or change programs, and ongoing advisory support. The scope and rhythm are agreed before work begins.
How do we begin?
Start with a conversation about the situation—not a predetermined package. We will clarify the question, the people involved, the desired outcome, and whether GRIFFOX is the right fit.
Begin with the situation
What needs to connect in your organization?
Tell us where leadership, strategy, operations, or change is becoming difficult to coordinate. We will start by listening and determine together whether a focused engagement would help.