A decision-making system for COOs, CFOs, and CEOs. Translate sales demand into talent strategy through structured frameworks for capability forecasting, competency architecture, financial modeling, and operational execution.
If you're a COO, CFO, or CEO at a consulting firm (50-500 people) making strategic decisions about talent investments, this system is for you.
Each section addresses specific decisions executives face when building talent operations capabilities.
For COO, CFO, CEO
Understand why talent operations is a systematic approach to connecting sales demand, capabilities, and financial outcomes.
For COO, Operations Leaders
Translate sales pipeline into risk-weighted capability demand and make proactive staffing decisions.
For CEO, COO, Strategy Leaders
Define core vs. contextual capabilities and make strategic build-buy-partner decisions.
For CFO, Finance Leaders
Connect talent decisions to margin, utilization, and risk through financial modeling.
For COO, Operations Leaders
Establish governance, decision ownership, and operating rhythm for systematic execution.
For All Roles
Downloadable templates, calculators, and practical tools for implementing frameworks.
For All Roles
Case studies, deep dives, and tactical guides showing real-world applications.
These sections aren't isolated—they form an integrated decision-making system.
Demand forecasting (Demand to Talent) identifies needed capabilities
Competency decisions (Competency Architecture) determine build vs. buy
Financial modeling (Talent Economics) quantifies ROI and risk
Operating model (Operating Model) defines who decides and when
New to talent operations? Begin with the Talent Operations System section to understand the whole framework before diving into specific decision areas.