CODA Advisory
Our approach
Get precise about what is broken and why
Design the process architecture, decision rights & governance
Implement iteratively with the team
Build accountability systems and adoption infrastructure
Practitioners, not theorists
CODA Advisory helps organizations untangle the operational friction that comes with growth: slow decision-making, unclear ownership, disconnected processes, and execution that no longer aligns with strategy.
Built on 15+ years of enterprise transformation experience, CODA designs the governance, operating models, and process infrastructure that allow teams to scale with clarity and accountability. The firm specializes in KPI architecture, PMO and intake governance, shared services, and platform-enabled process redesign across enterprise and high-growth environments.
What we deliver
Eliminate the ambiguity that slows execution. Clear ownership models and decision rights mean your teams move with confidence instead of waiting for alignment that never comes.
↑ Execution velocityWe don't just design processes — we build the adoption infrastructure around them. Training, governance, and accountability systems that ensure change becomes the new default.
↓ Rework & exception volumeOperating models designed for where you're going, not just where you are. Shared services frameworks, vendor governance, and platform-enabled workflows that scale with you.
↑ Capacity without headcountTrack Record
A growing Global Business Services organization was managing improvement projects through informal requests, with no intake process, prioritization criteria, or governance structure. Designed the PMO governance framework from the ground up, including structured intake, scoring criteria, decision roles, and review cadences to evaluate and prioritize work consistently. The new model replaced reactive, "who asked last" project selection with a repeatable and defensible prioritization process. This created clear accountability and allowed the PMO to focus resources on the highest-impact initiatives.
Two manufacturing plants were using different KPI frameworks to manage vendors performing the same work, creating inconsistent expectations, vague evaluations, and a deteriorating vendor relationship. Led a cross-functional redesign of the performance framework with operations, procurement, HR, legal, and vendor leadership, establishing standardized outcome-based KPIs with clear evaluation thresholds. The new metrics were embedded into updated MSA/SOW agreements to create accountability and remove ambiguity. The process not only improved vendor governance, but also repaired a deeply strained client-vendor relationship that had stalled operational performance.
Every process considered for shared services migration required a manual cost analysis involving multiple departments, and each estimate took several days to assemble. Built a self-service financial model that consolidated salary, staffing, and operating cost data into a single tool, allowing managers to generate cost comparisons in under an hour without cross-functional coordination. The tool also became the system of record for tracking projected versus actual savings after migration. Shared services transitions supported by the model drove an average of $4M in annual savings.
Initially brought in to build a shared services organization, but quickly identified that the operational foundation and governance structure were not mature enough to support it. Redirected the effort toward completing an enterprise-wide ServiceNow migration and building the intake and governance model needed to scale services effectively. Established a centralized request model, structured submission paths, and a self-service knowledge base based on analysis of eight months of ticket data, coordinating work across 30+ SMEs. The migration and service consolidation effort was projected to deliver approximately 40% efficiency gains.