Case Study
EHS&S Business Transformation — Workshop Design & Delivery
Background
A leading environmental, health, and safety (EHS) team sought to elevate its impact and strengthen its role across regions. While the group had deep technical expertise and a solid base of established clients, the leadership team recognized untapped opportunities: stronger collaboration, clearer differentiation in the marketplace, and deeper integration of digital services.
The EHS team already delivered high-value permitting, auditing, and compliance services, but growth was constrained by siloed operations, inconsistent structures, and a lack of intermediate-level talent to carry the business forward.
The Challenge
The challenge was not capability, rather it was coordination. With multiple service lines and regions working independently, the team needed to unify its approach, align priorities, and identify clear pathways to expansion.
Key barriers included:
- Fragmented collaboration. Expertise was spread across regions, but opportunities for cross-staffing and project sharing were limited.
- Lack of differentiation. Despite strong technical depth, the market viewed services as similar to competitors, making it harder to stand out.
- Organizational gaps. A shortage of mid-level staff limited scalability and stretched senior leaders thin.
The goal: unlock regional collaboration, sharpen competitive positioning, and build a pipeline of opportunities that leverages the team’s specialized strengths.
The Strategy: Workshop Model for Alignment & Growth
To catalyze progress, we partnered with the national EHS team to design and facilitate a workshop that brought together leaders across regions. The session focused on diagnosing current challenges, surfacing untapped opportunities, and co-creating a roadmap for growth.
The strategy centered on three pillars:
- Cross-Regional Collaboration. Create stronger national ties by sharing staff and project opportunities, encouraging regional collaboration across mining, transportation, waste, water, and economic development teams.
- Competitive Differentiation. Define unique selling propositions that highlight permitting expertise, specialized Air and Noise teams, and the ability to deliver integrated services.
- Talent Development. Address the gap in intermediate-level employees by prioritizing recruitment, mentoring, and leadership pathways.
Actions for Growth
The workshop surfaced actionable priorities, including creating a national growth strategy which focused on:
- Mapping cross-regional collaboration opportunities and creating a shared pipeline view.
- Identifying near-term growth markets (e.g., oil & gas, mining) and opportunities to expand air compliance and auditing services with existing clients.
- Establishing a plan to strengthen digital services within EHS.
- Clarifying organizational structure and leadership accountabilities.
- Building a development framework for intermediate-level staff.
Early Results & Traction
- Clearer growth focus. Leaders aligned priority markets and differentiated value propositions.
- Collaboration momentum. Teams began connecting more regularly, actively sharing staff and project opportunities across regions.
- Talent strategy. A plan was established to strengthen the mid-level talent pipeline.
- Market readiness. The EHS team is positioned to expand into new sectors while deepening services with existing clients.
Key Takeaway
The EHS workshop created alignment, clarity, and momentum—helping a strong technical team turn fragmented strengths into a coordinated growth strategy.
