SARAH KRIVEL

I work with leaders at moments when growth introduces complexity. When what once worked no longer does, and the organization needs a different kind of structure to move forward.

Often, the business looks successful from the outside. But inside, leadership is stretched, decisions don’t move cleanly, and the systems meant to support the work are no longer keeping pace. At these inflection points, progress doesn’t come from more effort or better advice. It comes from alignment between vision, people, and the way the organization actually operates day to day.

My role is to help create that alignment.

 

HOW I WORK

I partner closely with founders and leadership teams as an embedded operating partner. That means getting close enough to understand how the business really functions — how decisions are made, where work gets stuck, and where responsibility is unclear — while maintaining enough perspective to see what’s misaligned.

This work is practical and systems-focused. It often involves diagnosing sources of friction, translating vision into clear priorities and operating rhythms, and designing structures that allow people to do their best work without unnecessary complexity or burnout.

I’m not there to prescribe from a distance or impose a rigid framework. I work alongside leaders and teams to design solutions that fit the reality of the organization, not an idealized version of it.

 

WHERE THIS PERSPECTIVE COMES FROM

Over the past decade, I’ve worked closely with founders and leadership teams across a range of organizations and growth stages. I’ve seen firsthand how quickly complexity can outpace structure, and how often well-intentioned leaders end up carrying far more than they should.

That experience has shaped how I approach this work. I pay attention to root causes rather than symptoms, and I’m particularly attuned to the human impact of systems — how clarity, or the lack of it, affects trust, energy, and execution.

What I bring to the table is not just experience, but judgment: the ability to see patterns, name what’s actually happening, and help leaders move from where they are today toward where they want to be,  thoughtfully and sustainably.

 

WHAT MATTERS TO ME

I believe organizations work best when:

• People understand how their work connects to the whole

• Decision-making is clear and appropriately distributed

• Systems support people instead of getting in their way

• Growth is designed for, not reacted to

I’m selective about the work I take on, and I care deeply about how it’s done. This work requires trust, candor, and a willingness to look honestly at what’s no longer serving the organization.

 

IF YOU'RE CONSIDERING THIS WORK

You don’t need to have a fully formed plan or a clear diagnosis to reach out.

If you’re sensing friction, anticipating a new stage of growth, or simply want to explore whether this kind of partnership would be useful, the next step is a conversation.