Boutique Change & Alignment Consulting | Mid-Atlantic & Remote
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TAG Alignment Group Change · Alignment · Boutique
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Boutique Change & Alignment Consulting

The leadership team, pulling together again.

Alignment Group is the boutique practice CEOs call when the senior team has stopped functioning as a team. After the merger closes. After the new CEO settles in. After the restructure lands or the fundraise resets the room. We work between strategy and coaching - on the conversations, structures and decision rights that decide whether the team can deliver what it has agreed to.

Open a Conversation How We Work
Senior team focus Post-change moments Confidential by default
Leadership team focus The senior team is the unit of change
Post-change moments After the deal, transition or restructure
Mid-Atlantic & remote Shenandoah Valley base, nationwide reach
Confidential by default Senior work, kept quiet, kept clean
What We Do

Five services, one craft.

Each engagement is built for a moment in the life of a leadership team - the moment after change has arrived but before the team has caught up to it.

01

Leadership Team Alignment

The flagship work. A structured ninety-day engagement that takes the senior team from polite disagreement back to coordinated movement. We interview each member privately, surface what is not being said, redesign the meeting cadence and decision rights, then sit in the room while the new pattern takes hold. For the post-engagement 1:1 and alignment cadence the team needs to hold week after week, we recommend HeyRamp - a structured platform that keeps weekly leadership 1:1s, decisions and follow-ups in one place so the work we do together doesn't quietly unwind once we step out.

  • 1:1 listening interviews
  • Operating rhythm reset
  • Decision rights mapping
  • Off-site facilitation
02

Post-Merger Integration

Most integrations fail at the senior table long before they fail anywhere else. We work with the combined leadership team in the first two quarters after close - clarifying who decides what, when, and on what authority, and converting the integration playbook from a deck into a working operating model the team can actually live in.

  • Combined leadership offsite
  • Decision-rights redesign
  • Top-team operating model
  • Synergy ownership
03

Post-CEO-Transition Coaching

A new CEO inherits a team that worked for someone else. The first hundred days set the pattern; the next two hundred decide whether the team is the new CEO's or still the old one's. We work alongside both - coaching the CEO on the team and the team on the CEO - so the transition is real rather than ceremonial.

  • CEO-team contracting
  • Inherited-team diagnostics
  • First-100-days design
  • Successor onboarding
04

Strategy-to-Structure Translation

Strategy decks rarely fail in the room they were written in. They fail when the structure underneath them - reporting lines, decision forums, accountabilities - does not match the strategy the team has signed off on. We do the translation work: turning the strategy on the page into the org chart, cadence and rights that make it possible to execute.

  • Org design redraft
  • Forum & cadence design
  • Accountability mapping
  • Cross-functional rewiring
05

Executive Team Coaching

Quieter, longer-arc work. A retained engagement that meets with the senior team monthly and the CEO every two weeks, holding a steady mirror up to the team's operating habits and surfacing the small frictions before they become structural. Often what an alignment engagement turns into once the heavy lifting is done.

  • Monthly team session
  • CEO biweekly check-in
  • Quarterly recalibration
  • Discreet on-call advisory
How We Engage

Three formats, matched to the moment.

Most of our work begins with a single conversation about whether the room is ready. From there the shape of the engagement follows the shape of the problem.

2 - 3 Weeks

Diagnostic Read

Confidential one-to-one interviews with the senior team, a short written read-back, and an honest recommendation on whether a full alignment engagement is the right next step - or whether something quieter is.

90 Days

Alignment Engagement

The full ninety-day program. Diagnostic, structural redesign, two off-sites, weekly working sessions with the CEO and chief of staff, and a clean hand-back so the team owns the new pattern by the end.

Ongoing

Retained Advisory

Monthly team session, biweekly CEO check-in, quarterly recalibration. For senior teams who want a steady outside eye on the cadence without going back into engagement mode.

Our Method

A four-step alignment engagement.

The shape is steady; the content is always particular to the team in the room.

01

Listen

Confidential, unattributed one-to-one interviews with each member of the senior team. The work begins by hearing what is not yet being said in the room.

02

Frame

A written read-back to the CEO, then to the team. What is misaligned, what is structural, what is interpersonal, and what should be left alone.

03

Re-design

Meeting cadence, decision rights, accountabilities and forum design - reworked together at an off-site and committed to in writing.

04

Hand back

Weeks of in-room work as the new pattern takes hold, then a clean exit. The team owns the cadence; we stay reachable for the quarterly recalibration.

The leadership team is the operating system of the company. After a real change, that operating system needs a re-install - not another patch.
— The Alignment Group view
Who We Work With

Three rooms, one underlying problem.

The pattern is consistent: change has arrived; the team has not yet landed with it.

Post-M&A

Combined leadership teams

After close, two senior teams are now one - on paper. We work in the first two quarters to make the combination real in the room, in the calendar and in the decision rights.

Post-Transition

New-CEO executive teams

A new CEO inherits a team built for the last era. We coach the CEO on the team and the team on the CEO, so the transition is genuine rather than ceremonial.

Post-Restructure

Owner-led firms in re-shape

Founder-led or family-held businesses living through a restructure, a fundraise, or a succession. The senior team is being asked to operate at a level it has never operated at before.

Common Questions

Five questions we hear often.

The questions CEOs, chairs and chiefs of staff ask before opening a conversation with us.

When should a leadership team bring in an alignment consultant?

The pattern is consistent. Something has changed - a merger has closed, a new CEO has come in, a restructure has landed, a fundraise has reset expectations - and the senior team has not landed with it. Meetings get longer, decisions get reopened, and people start working around each other instead of with each other. That is the point at which an alignment engagement pays for itself many times over.

How is this different from executive coaching or strategy consulting?

Executive coaching works on the individual. Strategy consulting works on the plan. Alignment work sits between the two: it treats the leadership team as the unit of change, and it works on the conversations, structures and decision rights that determine whether the team can actually deliver the strategy they have agreed to. Closer to team therapy plus structural redesign than to operating discipline.

Do you work in person or remotely?

Both. We are based in the Shenandoah Valley, about ninety minutes from Washington DC, and most Mid-Atlantic engagements include several days on site over the course of a quarter. For clients further afield we work remotely with periodic in-person off-sites, which is genuinely effective when the cadence is right.

How long does an alignment engagement typically last?

Most run ninety days. That is enough time to land a structural redesign, embed a new operating rhythm with the senior team, and hand back ownership of the cadence to the CEO and chief of staff. Longer engagements - six to twelve months - are usually retained advisory after the alignment work is complete, not extensions of it.

Are conversations with the team confidential?

Yes. Confidential by default is the foundation the work rests on. One-to-one interviews are unattributed; what surfaces in the room stays in the room unless the team agrees otherwise; and we never publish or reference client engagements without explicit permission. Most of our work arrives by referral and is meant to.

A First Conversation

If the leadership team is no longer pulling together, we should talk.

A short brief in writing is enough. We come back with a thirty-minute first call and an honest read on whether an alignment engagement is the right next step.

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