The priority loses ground
It matters, but it competes with day-to-day operations and with agendas that pull in different directions.
Initiatives that already matter
We work with you to put in motion what has already been decided.
We work alongside the teams leading important initiatives to turn strategic decisions into concrete, sustainable action.
Let's talk to understand what matters, what is happening, and whether it makes sense to work together.
Context
Sometimes the decision is made and it is still hard to move.
In complex organizations, an initiative rarely depends on a single person or a single area. Direction may be clear and commitment may exist. Still, when different priorities, interpretations, responsibilities and ways of working appear, turning a decision into sustained action becomes harder.
Definitions stay halfway
There is agreement on direction, but not always on the criteria, the decisions or the next step.
Roles remain a little unclear
Many people take part, but there is no shared reading of who decides, who answers and how progress is sustained.
Context can force change. Transformation requires a decision.
A new regulation, a technology, a crisis or new market conditions can change the rules from the outside.
The organization has to respond. But responding to a change does not necessarily mean transforming.
Transformation begins when that need becomes an internal decision: when there is a clear sense of purpose, people manage to align around a direction and that intention starts to change the concrete way of working.
Change can arrive from the outside. Transformation is built from within.
Sprint works precisely in that space: between a transformation decision and its real execution.
When it fits
When the priority already matters and it still needs to become concrete.
A strategic initiative spans multiple areas
Moving it forward requires coordinating different functions, perspectives and responsibilities around a shared priority.
A decision needs to become a new way of working
The direction is clear, but it still needs to be translated into practices, agreements and concrete execution mechanisms.
A transformation reaches a critical execution stage
Priorities, ownership and next steps need to be clarified to maintain momentum and keep the initiative moving forward.
Change needs adoption to last
Processes or tools may already be defined, but the outcome depends on people actually incorporating them into the way they work.
Conditions to work together
- A concrete initiative.
- A sponsor with decision-making authority.
- Access to the people and areas involved.
- Willingness to review assumptions.
- A real will to move the initiative forward.
It may not be the moment if
- There is no sponsor with real decision-making authority.
- The priority is not yet sufficiently defined.
- The need is limited to a standalone training session.
- There is no internal availability to take part and sustain the process.
- There is no access to the people and areas involved in the initiative.
How we work
From listening to progress that can be sustained.
Listen
Understand the initiative, its context and what is happening.
Diagnose
Identify the main frictions that block progress.
Prioritize
Separate what matters from what is accessory and agree where to concentrate energy.
Activate
Turn definitions into owners, actions and concrete next steps.
Measure
Review progress, adjust and verify that what was agreed begins to hold over time.
We work alongside the team, with frank conversations and a focus on what needs to move forward.
We do not work through isolated disciplines
We start from a real challenge the organization needs to move forward. Leadership, processes, coaching and technology are capabilities we bring together in service of that objective.
We do not deliver diagnoses to file away
A diagnosis only creates value when it helps people make better decisions, set priorities and turn what was learned into concrete action.
We work through short, focused sprints
We narrow the challenge, set priorities and seek observable progress that allows us to learn, adjust and decide the next stage.
The team
Three different paths on the same challenge.
Important initiatives involve multiple dimensions. Sprint brings together three complementary backgrounds to address them across business, operations, people and technology.
Direction, operations and risk management
Silvana D. Sdrigotti
Executive with more than 25 years of experience in business leadership, operations and risk management. Her experience combines a strategic and operational view with leadership and coaching tools. At Sprint she supports leaders and teams to set priorities, clarify responsibilities and turn decisions into concrete, sustainable action.
Project direction, processes and leadership
Enrique José Pietrafesa
Professional with more than 30 years of experience in technology, projects, processes and leadership at large corporations and financial institutions. Specialized in high-performance teams, project management and process optimization. He brings together strategic vision and executive coaching to support leaders and organizations through change and transformation.
Strategy, technology and innovation
Emiliano Della Maggiora
Technology entrepreneur with more than 20 years of experience in product, software, artificial intelligence and automation. His path brings together strategy, innovation and organizational transformation. At Sprint he connects business and technology to decide and execute alongside teams, combining people, processes and information systems.
Let's talk
Before we talk
What kind of initiatives do you work on?
Relevant organizational priorities that need coordination across people, functions or areas.
They may involve organizational transformation, operational change, new ways of working, technology adoption, cross-functional projects or strategic initiatives that still lack the expected rhythm.
How do consulting and coaching work together?
Consulting provides structure to understand the challenge, set priorities and support execution. Coaching is incorporated when leadership, conversations, agreements or adoption are part of what the initiative needs in order to move forward.
Why Sprint?
Because we work in focused stretches around a concrete initiative.
Sprint does not mean forcing speed onto processes that need to mature. It means reducing scatter, concentrating attention and creating the conditions for something that matters to move.
Who do you work with within the organization?
We need a sponsor with decision-making authority, and we work with the people and teams involved in the initiative. Depending on the challenge, this may include executives, leaders, specialists and different areas of the organization.
Does every engagement involve technology?
No. Technology is an available capability, not the starting point.
We bring it in when it concretely helps execute the initiative, improve decisions or change a way of working.
What happens in the first conversation?
We look to understand which initiative needs to move, what decision has already been made, what should be happening and what is getting in the way.
If there is a fit, we define a next step together.
Tell us about the initiative.
You do not need to arrive with the diagnosis already solved.
Tell us what decision has already been made, what should be happening and what is happening today.
The first conversation is peer to peer: we seek to understand the context, meet the people leading the initiative and determine whether we can contribute.