Four ways to work together. The first one is free, and every paid engagement is priced to the scope of your project before any work begins.
A working call. Bring the friction you are dealing with and leave knowing where it sits, what it will take to fix, and whether we are the right team for it.
We find where the business is coming apart. Interviews with your leaders, a look at how work and money actually move, and a plain read on what to fix first.
We rebuild how decisions and work move, then stay while your team runs it. Includes the communications side when the change has to land internally and externally.
After a build closes, most clients keep a monthly advisory retainer for standing counsel to the CEO or founder.
In those moments the work brings a disciplined perspective on where the organization is, a structural view of where the fracture sits, and a clear plan for what comes next.
We get the company to agree on what it does, who it serves, and what it will not take on. Then we write it down in one place, so leaders stop describing the business differently in every room and the board hears one version.
We fix how work actually moves. Who decides what, who reports to whom, and which meetings matter. The point is a working way of operating that your team uses on Monday, not a new org chart.
We make the numbers and the plan agree. That means looking at where the money goes, what each part of the business earns, and how spending gets decided. Boards and lenders should be able to follow the story in one sitting.
We build what lets the company grow without breaking. Repeatable ways of working, knowledge that lives outside one person’s head, and enough governance to keep quality steady as the team gets bigger.
A growth-stage manufacturer scaling faster than its structure could carry — adding people and demand while production ran on manual process and market presence lagged its ambition.
An integrated engagement across both arms: operational automation of the manufacturing process on the technology side, paired with a full marketing-communications build — brand, website, content — on the communications side.
Grew from startup to more than $2M in annual revenue and a 35-person team, with automated manufacturing operations and an established digital presence.
Educational institutions and families needed support, and a fragmented stakeholder landscape needed a single, compelling case for it.
LMH set the campaign vision and led communications across every constituency — donors, businesses, and institutions — architecting the master narrative and the messaging system around it, in partnership with the county, local businesses, and former business partners and their colleagues.
Raised for educational institutions and families, driven by a communications strategy that aligned every constituency behind a shared cause.
Funds raised for beneficiaries, not LMH revenue.
Founder, LMH Global · Lead, Advisory Practice
Mary Carr is the Founder of LMH Global and the principal architect of the LMH framework. She works with organizations navigating growth, transition, and increasing complexity — in the same room as the CEO or founder, not on the periphery.
Her signature is durability under pressure: holding the structure steady while the organization moves through a transition rather than around it. Her deliverable is often the alignment of the leadership team itself.
Read Cross ConnectOutput is up and alignment is down in most organizations right now. Decision rights and information flow come first — otherwise the tooling accelerates the wrong work. When the platforms and policy themselves need building, our AI and technology work handles it in the same engagement.
Cost cuts usually land on connective tissue, so the functions survive but the handoffs between them do not. We map where work is falling through, reassign decision rights to the people still there, and rebuild the cadence so a thinner team is not carrying coordination in its head.
Yes. Financial architecture reviews, capital allocation logic, and unit-economics reporting, written so the numbers and the operating story say the same thing. This is the work that makes diligence conversations shorter.
It is the most common moment we are hired. A transition with real consequences leaves no room for improvisation: we set the stakeholder narrative, the decision rights through the window, and the cadence that keeps the organization steady while it moves.
A free 45-minute consultation this week, then discovery within a few weeks of signing. Expect a few hours of interviews per leader up front and a standing weekly working session through the build. We draft and document; your team reviews and decides.
Every engagement is priced to project scope, set after the free consultation and confirmed in a written proposal before any work begins. Ongoing advisory is a monthly retainer on quarterly renewal.
Tell us where the friction is. We will tell you which pillar it sits in.