30+
Years of executive leadership and operations experience—managing organizations as integrated systems
Strategic leadership-team integration, cost reduction and process improvement guided by a former President and General Manager with direct accountability for operational and financial results.
Turn operational barriers into stronger business results.
OPERATIONS CONSULTING
de Lisser Leadership Consulting (dLC) helps organizations strengthen execution, improve how work gets done and build the accountability required to produce sustainable operational performance.
Executive-Level Insight
Connects operational decisions to strategy, people and financial performance
Cost and Process Improvement
Removes barriers and strengthens the flow of value without adding unnecessary complexity
Sustainable Results
Builds ownership, accountability and capability for sustained improvements and growth
IMPROVE THE WORK-AND THE RESULTS IT PRODUCES
Operational improvement should solve a meaningful business problem—not create another initiative for people to manage.
We begin with the result the organization needs, examine what is helping or hindering performance and focus improvement where it will create the greatest value. The work connects process, leadership and execution so teams can operate more effectively, respond faster and sustain the gains they create.
WHEN OPERATIONS CONSULTING CAN HELP
Start where performance is falling short—and improve what will change the result.
01 · Execution is falling short of the strategy
Identify the operational barriers preventing priorities from becoming results—and turn them into focused actions, ownership and measurable progress.
04 · Growth has outpaced the way work gets done
Strengthen the processes, leadership practices and coordination needed to scale without sacrificing quality, speed or customer value.
02 · Processes are consuming too much time or effort
Clarify how the work actually flows, remove unnecessary steps and help people deliver greater value with less friction.
05 · A turnaround or transformation must produce results
Focus leaders on the few operational changes that will improve performance fastest while building the discipline needed to sustain the gains.
03 · Accountability is unclear or inconsistent
Establish practical expectations, measures and operating rhythms that help leaders follow through and address performance gaps earlier.
06 · Improvement efforts are not taking hold
Engage the people closest to the work, build ownership of the solution and embed new practices so progress continues after the engagement.
HOW IMPROVEMENT BECOMES PERFORMANCE
Focus the work on measurable results from the beginning.
01 Define the performance outcome
Clarify what must improve, why it matters and the measures that will show whether the work is producing value.
02 See how the work happens now
Engage leaders and the people closest to the work to understand the process, operating realities and barriers affecting performance.
03 Find the highest-value improvements
Separate symptoms from root causes and prioritize the changes most likely to improve quality, speed, cost, customer value or execution.
04 Build the solution with the people who will deliver it
Translate insight into practical changes while creating the understanding, capability and ownership needed for implementation.
05 Measure, adjust and sustain the gains
Establish clear accountability, review progress and strengthen the operating practices that keep improvement moving forward.
Targeted support for the operational outcomes leaders need to improve.
SENIOR OPERATING EXPERIENCE APPLIED WHERE IT MATTERS
Operational performance improvement
Identify what is limiting results and create focused improvements that strengthen quality, delivery, cost, responsiveness or customer value.
Turnaround and transformation
Focus the organization on the changes that will stabilize performance, rebuild accountability and create measurable momentum.
Cost and process improvement
Simplify work, reduce waste and improve flow while equipping teams to solve problems and continue improving performance.
Leadership operating effectiveness
Strengthen how leaders set expectations, monitor performance, solve problems and coordinate work across functions.
Strategy-to-execution support
Translate priorities into operating plans, measures and leadership routines that keep critical work visible and moving.
Operational assessment and advisory
Give senior leaders a practical, experienced perspective on performance barriers, improvement priorities and the actions most likely to create value.
ADVICE GROUNDED IN OPERATING EXPERIENCE
Work directly with a leader who has been accountable for the result.
Joy de Lisser personally leads integrated operations consulting engagements. She brings more than 30 years of executive operating experience, including serving as President and General Manager of Boeing Canada and VP and GM of ATK Aerospace Structures, an organization with approximately $450 million in revenue.
Her work combines an executive view of the business with practical attention to how results are produced—helping leaders improve performance without losing sight of the people responsible for making the change work.