Not a change plan and a handoff. iGi builds the alignment, leadership capability, and operating discipline an enterprise needs to execute continuous transformation on its own.
Measurable outcomes that create lasting enterprise value — not activity for its own sake.
Capability built into leaders, teams, and the operating model — so the organization compounds.
New operating models and better ways to execute transformation, applied where they pay off.
The platform goes live on schedule. Leaders are aligned in the steering committee and diverging everywhere else. Decisions stall because nobody owns them. Training happened, but the work didn't change. Six months later the business case is still waiting on adoption that never arrived.
That gap is not a technology problem. It is an alignment, readiness, and execution problem — and it is the only thing iGi works on.
Five connected disciplines, delivered as one engagement rather than five workstreams that never meet.
Executive and business alignment — a leadership team that tells the same story, owns the same decisions, and holds the same definition of done.
Organizational change management taken past communications and training: stakeholder engagement, enterprise readiness, and an adoption strategy tied to the business case.
Operating rhythms, decision ownership, and cross-initiative dependency mapping so competing programs stop colliding in the same week.
Role readiness, leadership capability, and learning built for the work people actually do after go-live — not for the demo.
Sustained performance after the consultants leave, with the internal capability to run the next transformation without us.
These are not five workstreams with five owners. They are delivered as a single accountable engagement, because the failure points live in the seams between them.
Most organizations run change management, enablement, and learning as separate functions with separate owners. The work only lands where the three meet — so that is where we work.
Leadership alignment, change readiness, stakeholder engagement, adoption strategy.
Operational clarity, role readiness, execution support, sustained workforce capability.
The knowledge, skills, and behaviors transformation depends on — designed for the changed operating model, not the old one.
We are not a technical implementation firm, and we are not a substitute for one. We are the layer most transformation programs discover they were missing — usually somewhere between design and go-live.
On a multi-year enterprise modernization program at a Fortune 500 financial services organization, iGi led transformation execution, change leadership, and workforce enablement across the business. The 2025 program year returned measurable capacity to the organization:
Figures reported in the 2025 program annual report. Client referenced generically at the client's discretion. Labor value illustrated at $100/hour.
Melissa Leclerc
President & Owner · Transformational Change Strategist
iGi Business Consulting is a founder-led firm built to sit at the executive table, not to staff a program office. Engagements are led personally and delivered by a small bench of senior independent consultants — the reason clients get judgment rather than leverage.
Melissa brings 15+ years across Big 4 consulting and technology, spanning enterprise transformation, technology implementation, cultural change, operational transformation, scalable process design, go-to-market readiness, and change enablement. Career experience includes Deloitte, Citrix, and JM Family.
The firm's north star is straightforward: building transformation-ready organizations — clients who finish an engagement more capable than they started, not more dependent.
iGi delivers through a network of independent senior consultants rather than a pyramid. The team has grown from two to seven practitioners since 2024, and we build the bench ahead of the work — not during it.
Experienced transformation, OCM, enablement, and L&D practitioners who can hold a room of executives and still write the deliverable themselves.
Independent contractor agreements scoped to a defined role on a named program. Clear deliverables, direct client exposure, and a firm that answers the phone.
Executive-caliber judgment, plain language, and the discipline to leave a client more capable than you found them.
Most conversations start with a single symptom — adoption that stalled, a leadership team that isn't aligned, a go-live that landed without changing anything. That is enough to start.