Translating Vision into Aligned Action
Strategic Process Design & Facilitation
ARC’s strategic process design and facilitation services help groups come together to build shared understanding, clarify vision, tap collective intelligence, and galvanize leadership. Through open, generative dialogue among stakeholders, we help strengthen relationships, deepen collaboration, and foster shared commitment to pathways forward.
Custom strategic visioning and planning sessions from new aspirations to updates to existing multi-year planning processes
Define organizational purpose, vision, aligned strategies, objectives, goals and measures
Scenario-based planning to help navigate uncertainty through risk analysis and adaptive responses to plausible futures
Identify and clarify perspectives, tensions, root causes, challenges, and collective solutions
Leverage appreciative, strengths-based and design-inspired methodologies to expand insights and spark new solutions
Utilize leading analytics tools—such as Line of Sight™, Denison Culture and Leadership 360™, and Team Diagnostic Assessment™—to deliver data-driven insights for smarter decision-making and objective benchmarking of progress
Foster trust, learning, and re-imagining to shift perspectives and create new possibilities
Owners Representation
ARC also provides hands-on support to help clients execute their new strategies and change initiatives. We can help ensure your reorganization efforts stay on track, accelerate to adoption, and meet targeted objectives.
Expert guidance to clarify options and make informed decisions on the best path forward
Oversee office portfolios, lease exits and facility closures, asset liquidation, and workforce transitions with duty of care
Ensure legal, tax, and regulatory compliance throughout transitions or restructuring
Communications strategy, narrative development, informational campaigns, and stakeholder notifications
Craft compelling “why change” and “why now” messages that move stakeholders from status quo to action
Strategic Collaborator
Whitney Wallingford, Principal Advisory Services, is actively engaged in extensive business and transactional matters. Focusing his legal and consulting practices in the corporate world, Whitney’s experiences involve formation to liquidation of start-up, mid-size and larger entities. After working in larger, regional law firms, Whitney founded the firm of Wallingford Law, PSC in 1998. In addition to his law firm practice, Whitney remains actively involved in the formation and operation of private investment and advisory activities. Through both his active law practice and his consulting and investment activities, Whitney continues involvement in all phases of businesses from start up to turnaround to exit and wind-down. Whitney is a graduate of the University of Kentucky and its College of Law. He has served and advised numerous non profit boards. Whitney served in the US Marine Corps.
Why Choose Us
The logistics of a reorganization are complex and missteps can be costly. We provide deep expertise and a structured approach to ensure your program is executed seamlessly to protect value, reduce runway, mitigate risk, and minimize distraction so leaders can focus on the core business, or on what’s next.
Proven Experience – Trusted by business owners and investors to manage complex reorganizations smoothly
Comprehensive Support – From planning to execution, we manage every detail to maximize value and reduce burden
Cost Effective Solution – Minimize professional fees while ensuring compliance and strong governance
Stakeholder Care – A human-centered approach that ensures thoughtful, reputationally sound reorganizations
Capabilities and Experiences
Strategic Visioning for Education Foundation in Leadership Transition
A public education foundation, facing leadership transition and crisis recovery, needed a new strategic vision and plan under its incoming executive director. Organized and facilitated a strategic planning retreat, involving four months of preparation that included working closely with the new Executive Director and staff, interviewing board members, and engaging key outside stakeholders. The retreat fostered open dialogue and committed decision-making, leading to the development of a multi-year strategic vision and integrated communications narratives and messaging. This process provided the foundation with a renewed sense of direction and unity, strengthening its ability to support public education.
10-Year Strategic Plan for Business College
The new dean of a university college of business sought to establish a new, long-term strategic vision that aligned faculty, administration, student needs, and external stakeholders. Designed and led a collaborative process, focusing on building a shared purpose, mission, and vision for the school. Through a series of facilitated workshops, we brought together diverse perspectives to define strategic priorities and set clear objectives and measures. The resulting plan provided a strong, unified direction for the college, positioning it for growth, brand differentiation and innovation while engaging key internal and external stakeholders in the process.
Year-Long Transformation Planning for S&P 500 Company
In the wake of the 2009 financial crisis, a S&P 500 company needed to rebuild its business and organizational strategy to evolve and stay competitive. Partnering with the CSO and CHRO, led a year-long transformation initiative, guiding the executive and senior management team through a structured process to redefine the company’s purpose, strategic vision, direction, priorities, and measurable objectives. Facilitated the creation of a comprehensive strategic plan and an accompanying brand narrative and messaging to activate internal and external stakeholders. The approach brought alignment across leadership and ensured that stakeholders were engaged throughout. As a result, the company emerged with a clear direction, renewed focus, and a strong foundation for navigating future opportunities.
Growth Strategy for Enterprise IT Service Management
An enterprise IT service management company sought to drive revenue growth and differentiate its products in a competitive market. Designed and facilitated strategic sessions with the executive team and board, focusing on developing a revenue growth strategy, product differentiation, and competitive positioning. Work included shaping the company’s brand and product narrative and messaging, crafting a compelling sell story, and articulating clear "why change/why us" messages to engage potential customers. This process resulted in a unified go-to-market strategy that sharpened the company’s competitive edge and aligned leadership on key growth initiatives.
GM Leading SaaS Company Transition
A general manager of an industry-leading SaaS company and product was tasked with integrating the organization into a new leadership and operating culture after sale from Google to the new owner. Leading a 12-person cohort, the GM needed to develop a strategic vision for growth within the new product portfolio while supporting the larger team through the cultural and operational transition. Provided both team-based facilitation, context-specific leadership development and personal coaching over the course of a year for each member of the leadership team. The result was a successfully executed strategic vision, increased alignment within the team, and a strong foundation for future growth under the new ownership.
Owner’s Representation Engagements
Whitney assisted in the management of assisted living facility in the Denver, CO area, stepping in for the ailing owner who was no longer able to manage the operation. During the course of the engagement, Whitney supervised the management of the operation and facility upgrades necessary to enable the sale of the business. Following the sale of the business assets, Whitney directed the wind down of the corporate owner, including managing the rezoning and sale of real estate parcels and other miscellaneous assets.
Lain led the closure and wind up of the regional headquarters of a Nasdaq healthcare IT company in metro Denver. As part of the engagement, Lain negotiated an early leasehold termination, oversaw lease-required restorations prior to turnover, coordinated data network protections, computer inventory return and certified hardware destruction with the corporate IT team, and managed liquidation of company fixtures, furniture and equipment (FFE).
Whitney managed the wind down of an underperforming medical technology company in Boston. The engagement required the recruitment of a chief medical officer to guide the wind down process though disengagement from sensitive arrangements with both clinical and pharmaceutical entities. Whitney assisted with personnel reductions and staff eliminations, protected certain intellectual property assets and managed the sale of other assets, including liquidation of a patent portfolio through a public auction, and interfacing with lenders, investors, service providers and others.
