Case Studies

As Clifford Power continued to grow, leadership needed more than another strategic planning exercise. The organization was working toward significant growth while also navigating the operational realities that come with scale: cross-functional handoffs, competing priorities, leadership alignment, customer experience, capacity, accountability, and execution.

The challenge was connecting ambitious growth goals to what actually had to change across people, processes, tools, leadership behaviors, and day-to-day operations.

Arrowhead’s relationship with Clifford Power expanded beyond strategic planning into ongoing strategy and execution support.

Our work has included recurring strategic and leadership planning sessions; translating strategic priorities into actionable project roadmaps; project-management and execution support; shared KPI and accountability development; Sales and Operations alignment; customer-experience and communication standards; leadership-development workshops; executive coaching; and helping leadership identify the people, process, and technology requirements needed to support continued growth.

Rather than treating each activity as a separate engagement, Arrowhead helped connect them around a common goal: building an organization capable of executing its growth strategy.

Leadership moved from broad strategic discussions toward clearer operating decisions, ownership, measures, and next actions.

Strategic initiatives became more manageable through defined roadmaps and project support. Cross-functional issues were surfaced and addressed more directly. Leadership-development work was tied to real operational challenges rather than being treated as standalone training.

The organization also began connecting growth targets to capacity, customer experience, processes, KPIs, incentives, and leadership behaviors.

What began as strategic-planning support developed into a multi-year relationship spanning strategy, project execution, leadership development, executive coaching, and organizational improvement.

Arrowhead has become an ongoing partner helping Clifford Power convert growth objectives into practical actions while strengthening the leadership and operating systems needed to sustain that growth.

The Oklahoma Department of Corrections undertook a multi-year initiative to replace legacy offender-management capabilities with ICON, a modern statewide platform implemented with Marquis Software.

The effort affected more than 4,500 employees and touched operational processes, data, workflows, security, training, and day-to-day work across correctional facilities and administrative functions.

This wasn’t simply a software installation. ODOC needed disciplined governance, clear requirements, credible testing, effective vendor management, coordinated releases, organizational-change support, and readiness across a large decentralized workforce.

Arrowhead supported ODOC from procurement through implementation.

Our role included reviewing the original RFP; supporting vendor scoring and selection; serving as client-side project-management leadership; coordinating business analysis and requirements; managing change control; supporting project governance and executive reporting; coordinating testing and readiness; supporting training and organizational change management; monitoring vendor performance; and connecting agency leadership, operational users, technical teams, and the implementation vendor.

Arrowhead represented ODOC’s interests throughout the initiative rather than relying solely on the implementation vendor to define project health.

ODOC gained a consistent client-side governance and project-management structure around a highly complex modernization program.

Agency leaders had stronger visibility into progress, risks, decisions, and vendor performance. Operational needs were more systematically translated into requirements and implementation activities, while testing, training, and change-management work helped prepare employees for the transition.

Arrowhead became the connective layer between the business, technology, vendor, and workforce sides of the program.

Arrowhead supported the statewide modernization across multiple years and phases, helping ODOC maintain governance, accountability, organizational readiness, and operational alignment throughout one of the agency’s most significant technology transformations.

The engagement demonstrates Arrowhead’s ability to represent a client during a complex enterprise implementation—not simply administer a project plan.

Oklahoma’s human-trafficking response environment includes Victim Service Providers, law enforcement, tribal organizations, healthcare systems, government agencies, technology partners, and other organizations working with survivors.

These organizations bring tremendous expertise and commitment, but their processes, terminology, data needs, referral practices, and operating environments vary significantly.

As the Oklahoma Attorney General’s Office moved toward development of a statewide human-trafficking database and response system, the technology needed to reflect how these organizations actually work—not how a development team assumed they worked.

Arrowhead provided project-management and stakeholder-coordination support for development of the statewide solution.

Our work included coordinating requirements-gathering sessions; engaging Victim Service Providers and law-enforcement stakeholders; coordinating with the technology-development partner; facilitating detailed process mapping for six State Victim Service Providers; documenting current workflows; identifying process gaps and inconsistencies; translating field-level processes into actionable system requirements; developing stakeholder-input summaries and project-management tracking; and supporting broader conversations around statewide consistency, governance, and alignment.

The project gained a clearer picture of how human-trafficking response actually operates across organizations.

Processes that previously existed primarily through institutional knowledge were documented and compared. Differences among providers became visible. Stakeholder needs could be translated more effectively into technology and implementation requirements.

The work also helped create stronger alignment among service providers, law enforcement, government leadership, and the technology solution.

Arrowhead’s work helped establish a more informed foundation for Oklahoma’s statewide human-trafficking database and broader response strategy.

Rather than designing technology in isolation, the initiative could use documented real-world processes and stakeholder input to support a more coordinated statewide approach.

Wilson Concrete was growing, but its back-office processes weren’t scaling with the business.

Labor hours, job codes, sub-jobs, pay items, and activities for approximately 50 field employees were being managed through a sprawling, formula-heavy Excel workbook.

The process consumed more than 10 hours every week in manual labor entry, data checking, payroll verification, and billing preparation.

Errors and rework were common, stress was high, and leadership was spending valuable time managing spreadsheets instead of growing the business.

Arrowhead began by mapping the full labor-tracking and billing workflow rather than immediately recommending new software.

We discovered that Wilson already had technology capable of solving much of the problem: Microsoft SharePoint.

Arrowhead then designed a streamlined solution around the tools Wilson already owned. The solution included a SharePoint-based smart timesheet system; centralized labor hours, job codes, crew lists, and pay-item information; dynamic employee-to-supervisor mapping; automated per-diem eligibility mapping; a new Excel reporting tool connected to SharePoint data; simplified payroll and billing reporting; and reduced manual data entry and reconciliation.

A fragmented, highly manual process became a centralized and significantly more automated workflow.

Information that previously required repeated manual entry and verification could be managed through a more consistent system.

Manual errors and rework went from frequent to rare, and payroll and billing preparation became considerably simpler.

Administrative time dropped from more than 10 hours per week to less than one hour—roughly a 90% reduction.

Just as importantly, leadership regained time and capacity that could be redirected toward operating and growing the company instead of maintaining an increasingly fragile spreadsheet process.

Sometimes digital transformation doesn’t require buying another expensive platform. Sometimes the better answer is making the technology you already own work the way the business actually needs it to.

Leadership teams often know something inside the organization could be working better without having enough objective information to identify the underlying issues.

Individual leaders see different pieces of the organization. Employee experiences vary across functions and levels. Anecdotal information can make it difficult to distinguish isolated frustrations from systemic issues.

Magnolia River engaged Arrowhead’s Organizational Health Assessment to gain a clearer, more objective view of organizational performance.

Arrowhead used the Organizational Health Assessment to establish a baseline and identify patterns across the organization.

The process was designed to move beyond simply collecting survey responses. Arrowhead gathered organizational input, analyzed patterns and differences in perception, identified strengths and potential performance barriers, translated the data into leadership-level findings, helped prioritize the areas that deserved attention, and created a foundation for focused organizational improvement.

The emphasis was not on producing more data. It was on helping leadership understand what the data meant.

Leadership gained a clearer picture of organizational conditions and a more objective basis for deciding where improvement efforts should be focused.

Instead of relying primarily on assumptions or isolated feedback, the organization had a structured way to identify patterns and discuss organizational performance.

The assessment created immediate value for Magnolia River—enough that company leadership began considering how the same approach could benefit one of its own major clients.

“Our company received far greater value than we imagined conducting this OHA. We saw immediate benefits and are looking to partner with Arrowhead to do this for one of our largest clients.” — Heath McCleskey, President, Magnolia River