Just as it is in business, Transformation in life is necessary to evolve, adapt, and grow.

In some way, the story of Tuckpoint actually began about four years ago when I decided to step away from my corporate career and set out as an independent consultant. And I wasn’t alone. According to the BLS, more than 42 million people quit their jobs that year (though thankfully, not all of them entered consulting.) There are probably 42 million reasons behind that stat, but here was mine: I knew that my future lay in helping many companies, not just one. And I craved a level of self-determination that was impossible inside a large company. 

So, off I went, with a stack of fancy business cards designed by my husband, and a vague sense of what I was doing. Those early engagements – for which I am eternally grateful – helped me crystallize an offering that allowed companies to experiment with a product-led approach to innovation and growth, but without having to put too much at stake. 

I was taking on small teams and trying out different ways of working, defining a new approach to digital experiences for customers and employees. But we were often on an island, walled off from the main operations of the company so that we didn’t disrupt too much.

Those walls were always more permeable than originally designed, and companies kept coming to me saying, “This new product strategy is great, and we want to invest in it, but we have no way to execute it. It would break all of our ways of funding and structuring teams. And it would have a life of its own.”

Uh, yeah. That was the idea.

This evolution allowed me to take on more systemic work within the companies that I had built trust with. We started talking about things like funding mechanisms, talent strategies, team structures, change management, team operations, and tearing down the invisible fences between IT and the rest of the business teams. 

That’s when everything got really interesting. 

I realized the consulting I thought I would be doing wasn’t actually what was needed. Or, rather, it was needed, but the value would never be realized if the company didn’t also change how it worked. These were digitally-transforming companies trying to evolve modern platforms with early 20th-century management frameworks and approaches to leadership.

In other words, I realized that Digital Transformation wasn’t possible without changing the underlying structure and operating model that supports new technology.

As I set my new focus on operating model transformation engagements, I learned quickly that it was a critical need, and that clients needed more horsepower than I alone could provide. So, I started collecting rockstar talent who had come to the same conclusions about the limitations of the corporate world, and who felt as passionately as I do about doing justice to the Transformation process. From there, we were off to the races. 

This is how Tuckpoint came to be, closing a necessary gap between technology and the operations that support it. Because Digital Transformation is about so much more than tech. Helping companies wrap their arms around this work then guiding them through it is what we’re here to do, because we know it’s critical to a successful and lasting transformation.  

Although May 2023 is our launch, the reality is that we’ve been doing this work all along. Now we get to do it under a new banner.