When your strategic initiativeis too important to competewith business as usual

Plans, training and launches document completion. But that is not enough, because what really needs to change is behaviour. The Wingman defines the critical behaviours early and follows through until they actually change.

Even successful transformations realise only 67% of the potential; others 37%.^{1, 2}

Day-to-day operations quickly reclaim the sponsor's attention, and people read that as a sign of whether the initiative still matters. Engaging a Wingman signals that it does. The Wingman acts on the sponsor's behalf every day and keeps follow-up and escalation on track. That addresses the biggest risk in any change, a lack of effective sponsorship.

79% with highly effective sponsorship met objectives versus 27% with highly ineffective sponsorship.³

Change meets resistance when objections go unheard. With a full agenda, few sponsors can stay close and focused enough to sense it in time. A Wingman has that focus. The Wingman listens early, acts on concerns and turns resistance into engagement, so the same people become the tailwind that carries the change.

Successful transformations show stronger involvement, with 82% vs 57% for line managers and 73% vs 46% for frontline employees.⁴

Each function, from product and marketing to SDR/BDR, sales and customer success, usually owns its part well. The hard part is making the parts work as one, and that takes time a full leadership agenda rarely has. The Wingman takes on that work, clears dependencies between teams and gets the decisions they need so momentum does not fade.

10 rather than 5 initiatives per owner was associated with +20 days’ delay and +40% value leakage.⁵ “Transformation cannot be a 5% job.”⁷

Attention declines after the intensive phase, and new routines can slip back. The Wingman reduces involvement gradually, tracks KPIs and behaviours, and phases out when impact is sustained internally.

Habit formation typically takes 66 days, but ranges from 18 to 254 days.⁶