Divine Mercy Academy, a young, small, private school on Madison, Wisconsin’s west side had experienced significant growth from year 1 to year 2, nearly doubling enrollment and staff. With an influx of new, including a physical move to a new location, it was exhibiting the common symptoms of lack of communication, role clarity, and alignment. Burn out was becoming a serious threat to the organization that’s mission was to education children ages 3 through 12.

Ryan led an initiative to introduce a new operating system into the school to align an already strong mission statement, vision, and core values to a clearer organizational structure, leadership team, long- and short-term goals, key performance metrics, and meeting cadence at all levels .