The questions we get asked before the first meeting.

Is ETEGY a turnaround shop?

No. Most of our work starts on transformations that are progressing. The mandate is funded, the teams are competent, and the program is moving. What is missing is the line from that activity to operating change and defendable value. We do take on recovery work, and the read is the same either way.

How do we know whether ETEGY is right for us?

Three tests. You hold a board- or executive-sponsored transformation mandate. The object of the work is how the enterprise operates, not a single system implementation. And you will have to defend the value of it to somebody. If one of the five frustrations describes your situation, the conversation is worth having.

If you need implementation capacity, change management on its own, or help selecting software, other firms are a better fit and we will say so.

Can we run Zero-Based Transformation ourselves?

Yes — under license. The artifacts a Diagnostic produces are yours, and clients do carry the work forward with their own teams or their existing partners. The method itself — the lifecycle, the instruments and the evidence standards — is ETEGY intellectual property, licenseable for internal use, with practitioner enablement through the ZBTOS™ Practitioner Intensive.

What we add is speed, independence, and having done it before on mandates that had to survive a board.

Is our transformation too far along?

Rarely. The later the stage, the more the work shifts from defining change to protecting value: evidence review, portfolio challenge, governance repair, course correction. The one case where we would tell you to wait is a program eight weeks from a go-live it cannot move. Stabilize first, then read it.

How is this different from the Big Four firm we already use?

Scope and independence. Large firms are typically holding delivery scope on the same program they are reporting on. We hold none, so the read has nothing to protect. We are also senior-only and small, which means the person reading your operating model is the person who has done it before rather than a team assembled around a bench.

We work alongside those firms regularly. The relationship is usually complementary, not competitive.

What does a working session actually involve?

Forty-five minutes. You bring one transformation problem or decision. We give you our read of it: where it likely sits, what evidence would settle it, and what we would examine first. There is no deck, no prep, and no proposal at the end unless you ask for one.

It is a working conversation, and it is useful whether or not anything follows.

Do you publish pricing?

Not on the site. Engagement shape varies materially with the object of the work, the operating boundary and the sponsor. What we do publish is the footprint of each engagement: who sponsors it, what it examines, and what you leave holding. Price comes after the read, when it can be quoted against something specific.

What is a Transformation Diagnostic, in plain terms?

A current-state read of how your enterprise actually operates, done before anything else is scoped or funded. You leave with three things: the Transformation Architecture, which states the operating changes your strategy requires; the Enablement Blueprint, which states the conditions those changes need to hold; and an executive decision agenda — all usable whoever delivers the work next.

Are your published results verified?

Every figure on the site carries its evidence class, and the classes are not interchangeable. Modeled, underwritten, validated and delivered mean different things, and we label which one applies. Client names and specifics stay under NDA. If a number is a model rather than a realized result, the page says so.

We’re hiring a transformation leader. Should the transformation wait for their start date?

No. The search window is working time. ETEGY uses it to build the starting position with the leader’s future peers — priorities, dependencies and unresolved decisions made visible. The first 90 days go to leading the work, not finding it. The incoming executive challenges, reprioritizes and owns everything they inherit. The play: Hiring a Transformation Leader.

Our platform implementation is already underway. Is it too late to define the business requirements?

Not until configuration hardens. ETEGY reads the lifecycle — how work, value and decisions actually move through it — and states the functional, technical and target-state requirements your implementation partner builds from. After design lock, the same work comes back as change orders and phase 2. The play: The Implementation Is Moving. The Requirements Aren’t.

Why do most transformations fail?

Because technology delivery and operating change are separate achievements. Only one of them has a plan. Roughly 12% of business transformations achieve their original ambition (Bain, 2024), and 24% of operating-model transformations are highly successful (McKinsey, 2025). The pattern is structural: the strategy is approved, but the operating change it requires is never stated — so the work cannot be scoped, sequenced or proven against it. Stating that change is where Zero-Based Transformation™ starts.

What is the difference between Transformation Governance and a PMO?

A PMO reports on delivery — milestones, status, spend. Transformation Governance protects the value case: it challenges the portfolio against the mandate that funded it, repairs decision rights and cadence, and holds benefit reporting to evidence Finance can reproduce. It is challenge at sponsor and board altitude, not program administration — and it works alongside your PMO, not in place of it.

Do we need a Chief Transformation Officer?

You need one executive accountable for the mandate — whether that is a permanent CTrO, an interim, a fractional cadence, or senior counsel beside the sponsor. The test is not the title; it is whether someone carries the transformation’s decisions, dependencies and evidence obligations at executive altitude. Executive Transformation Leadership supplies or advises that executive, including while a permanent search runs.

What size organization does ETEGY work with?

The record is board- and executive-sponsored mandates in services organizations from $400M to $20B. Size matters less than three conditions: the transformation is material to the enterprise, one sponsor is accountable for it, and its value case has to survive scrutiny. Where those hold in a smaller organization, the conversation is still worth having.

What shape does an engagement take?

Every engagement page states its footprint: the sponsor it works with, the operating boundary, the cadence — a bounded read, a program mandate, a recurring governance rhythm or a defined interim term — and the artifacts it produces. Pricing follows scope, so it is not published; the shape is. One working session establishes which shape fits before anything is proposed.