Organizational change and leadership advisory
Clarent Works helps leaders diagnose why execution is stalling when effort is high but roles, decisions, and follow through are not holding — so clarity returns, ownership strengthens, and the work can move again.
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What this work addresses
Most organizations already have a plan. What they are missing is a clear read on what the plan is running into — role confusion, unspoken resistance, or leader behavior the team has quietly organized around.
That is what determines whether the work holds. This work starts by identifying the real source of the gap, so the response matches the problem and decisions, ownership, and execution can begin to stabilize.
"The answer is rarely more instruction. It is a clear read of what is actually in the way."
Who this work is for
This work is for leaders carrying something important that is not resolving through more pressure or better communication. The initiative is in motion. The people are capable. But something underneath the surface is interfering with follow through, clarity, or trust.
This may be the right fit when:
A strategy is clear, but execution is uneven across teams
Roles and decisions have become blurred during growth, change, or implementation
A leadership team is aligned at the top, but the work breaks down below it
An important initiative has started, but adoption is inconsistent or fragile
What looks like an accountability problem is actually a clarity or alignment problem
You can feel friction in the system, but no one has named its source clearly yet
The work begins by identifying what the strategy is running into, so the response matches the real problem and the change can begin to hold in roles, decisions, and day-to-day execution.
How this engagement works
The first step is diagnostic: where is the gap, what is causing it, and what has kept it from closing. No strategy is built until that picture is clear.
The work starts with visible movement, not more messaging. People commit to change when they experience that progress is possible and grounded in reality.
The goal is not short-term compliance. It is clarity about roles, expectations, and decisions so the work can continue after the engagement ends.
Work in practice
Manufacturing · ERP implementation
A plant leader was 18 months into a multi-year ERP implementation. The technical plan was moving. The floor was not. Roles were unclear at the level where decisions actually get made, and the team had developed workarounds that preserved the old system inside the new one. The work clarified what each role owned, stabilized how decisions were made day to day, and removed the ambiguity producing the uneven adoption.
The team stopped waiting for permission to operate. The implementation held.
Financial services · Banking acquisition
Hundreds of employees navigating a banking acquisition. The training plan addressed the new system. It did not address how people understood their place within it — whether their role had a future, whether anyone was paying attention to what they were carrying. Transition support was rebuilt around that question. People were given a clear account of what was changing, why it mattered, and what was being asked of them specifically.
Employees moved through the transition with orientation, not just information.
Organizational leadership · Transition under pressure
A leadership team where stated expectations were not translating into consistent action across the organization. The problem looked like accountability. It was actually an alignment failure at the level just below leadership — producing confusion about what decisions belonged where. The work surfaced what had not been named, helped the team understand what they were actually navigating, and built the structural clarity that allowed decisions to hold.
The work began moving again. Leadership had clearer sightlines into where decisions and accountability were breaking down.
Renata
Rodriguez-Gutierrez
Founder, Clarent Works
MA, Counseling Psychology — Teachers College, Columbia University
EdM, Counseling Psychology — Teachers College, Columbia University
20+ years applied practice at the intersection of human behavior and organizational outcomes
RRG Advisory, LLC · Atlanta, Georgia
About the practice
Clarent Works was founded on a simple observation: many organizational efforts fail because they address what is visible before they understand what is driving it. The plan improves, but the system does not move.
Renata Rodriguez-Gutierrez brings a background in counseling psychology and more than twenty years of applied work at the intersection of human behavior and organizational outcomes. That training shaped how she works: by paying close attention to what people say, what they avoid, and what they need before they can move.
Applied to organizational settings, that lens helps leaders identify the real source of stalled execution, uneven adoption, role confusion, or misalignment before deciding what to do next.
The goal is clarity that restores movement and helps the work hold after the engagement ends.
Connect
This is not a discovery call designed to move you through a sales funnel. It is a direct conversation with the person who will do the work.
You will hear back within 2 business days.