Competing priorities.
Decide what comes first.
Compare business value, effort, and available capacity.
Clarity you can lead with.
Get the work
moving.
Together.
When work crosses departments, decisions slow down, handoffs get messy, and priorities compete for the same resources. We help leaders see what’s stuck, clarify who owns the outcome, and decide what moves first.
For operations, transformation, and delivery leaders responsible for results across teams. The introductory call is free; the Compass Diagnostic is a separate paid engagement.
Separate teams.
A shared direction.
A shared direction.
CONNECT THE WORKMAKE THE NEXT MOVE CLEAR
Across teams. Across industries.
Clear ownershipAligned prioritiesPractical action
Broken handoffs.
Connect the work.
Clarify the outcome owner and supporting work.
Stalled strategy.
Make the next move clear.
Agree on decisions, owners, and next steps.
The business case
Make the value
visible.
Better handoffs are a means, not the end. They can help protect revenue, avoid repeated work, free capacity, or make an investment more useful.
We help clarify the potential value, the evidence still needed, who benefits, and who has reason to fund the change. We make assumptions and uncertainty explicit rather than promising unverified returns.
Revenue at riskRework and costTime and capacityFunding ownership
A grounded approach
Understand the whole.
Choose the next move.
Follow how work moves, then link the friction to business outcomes: time, capacity, revenue, cost, and the ability to deliver.
Orient
Talk with the people doing the work. Trace how it moves across teams and find where it gets stuck.
Choose
Compare possible improvements by likely value, effort, risk, and available capacity. Agree on what comes first.
Move
Convert the decision into clear actions, accountable outcome owners, and practical handoffs.
Recalibrate
Check what is working, learn from the results, and adjust the plan as conditions change.
How we help
Start with one challenge.
Build from there.
An engagement can begin with a focused diagnostic, then extend into design or implementation as the work requires.
A focused starting point
Compass Diagnostic
Two weeks. One challenge.
A fixed, agreed scope.
Leave with a clearer view of where work breaks down, what it may cost or put at risk, and which improvements are worth acting on first.
- Friction and handoff map
- Value opportunities and assumptions
- Priorities weighed against effort and capacity
- 30/60/90-day roadmap and executive readout
The introductory conversation is free. The Compass Diagnostic is a separate paid engagement.
01 / UNDERSTAND & DECIDEDiagnose & Prioritize
Bring the right people and evidence together. Find where work gets stuck, understand why, and decide which problems are worth solving first.
Possible deliverables: current-state assessment, friction map, prioritized decision register, roadmap, and executive readout.
02 / MAKE IT WORKABLEDesign & Build
Turn the agreed direction into a workable process. Clarify how work moves, who decides, and what teams need to hand work off cleanly.
Possible deliverables: process and handoff maps, decision rights, governance tools, planning frameworks, and reporting.
03 / PUT IT INTO PRACTICEGuide & Implement
Help the team put changes into practice. Coordinate decisions, support adoption, and check progress so improvements stick.
Possible deliverables: implementation coordination, adoption support, progress reviews, and handover materials.
Scope, deliverables, and fees are agreed together before any paid work begins. The Diagnostic’s initial package and executive readout are delivered over two calendar weeks; final delivery follows the agreed feedback and revision timetable.
An example of what clarity looks like
Not a slide deck full of possibilities—an actual decision leaders can make.
FrictionMultiple teams own pieces of one outcome
Proposed fixOne accountable outcome owner; supporting steps stay with each team
Next decisionAgree on authority, handoffs, and escalation route
Case studies from prior work
The thinking,
put into practice.
Examples of what Jim designed, what was adopted, and how leaders used the work. These are examples from prior employment, not Turtle Compass client results.
Connecting an end-to-end process
Life of a Deal
Mapped the path from sales through implementation and ongoing operations. Traced repeated requirements, unclear handoffs, and decisions requiring multiple leaders. Led a company-wide accountability redesign to establish clearer ownership of end-to-end outcomes.
What was put into practiceWithin Jim’s implementation department, a separate outcome-focused project planning standard was deployed, assigning one accountable owner to each outcome while other teams retained their supporting steps. An AI-assisted lessons-learned capability was also deployed and entered early operational use.
Scope and evidence
The company-wide accountability and integrated operating-model design received cross-functional and executive conceptual support. The complete enterprise Life of a Deal transformation was not authorized or rolled out. Longer-term measurable impact has not been established.
Bringing structure to delivery decisions
Project Scoring Framework
Built a weighted scoring model using early sales information—products, lines of business, data feeds, historical conversions, and specialty programs—to estimate implementation complexity before detailed requirements were available.
What was usedThe framework became part of routine pipeline and capacity-planning discussions for years. It supported FTE forecasts and project-manager assignments, while IT and other leaders used it to inform their own effort estimates.
Why it matters
It made early effort assumptions more consistent and gave leaders a practical basis for capacity decisions. Individual assignments still involved human judgment; forecast accuracy or financial gains were not quantified.
The person behind the compass
A practical partner
for complicated work.
Jim Seitz brings nearly two decades of experience in healthcare operations, complex implementations, and technology-enabled change. At DentaQuest and Sun Life, he led implementation teams and worked across sales, technology, operations, and leadership to untangle problems that could not be solved inside one department.
His work includes leading a company-wide accountability redesign, implementing outcome-focused project planning within his department, and building an effort-scoring framework used in resource planning for years. Turtle Compass applies that operator’s perspective wherever important work crosses organizational boundaries.
Jim SeitzFounder, Turtle Compass Advisors
Let’s find the next useful move
What’s getting in the way
of your team’s progress?
Bring the situation as it is. We’ll talk through what’s happening, what matters, and whether Turtle Compass is a fit.
Book a free conversationFree introductory conversation · Opens our scheduling page