The work behind Veritas & Hart
Veritas & Hart is a young firm. Most of the work described here predates it: two and a half decades inside Marriott, Amazon, and other large organizations, leading the kinds of programs I now advise on. One study comes from a current advisory engagement and is anonymized to protect the client.
I share these because the pattern matters more than the logo. Strategy rarely fails on paper. It fails in execution, and it fails in ways the organization cannot yet see, because the measurement, the operating cadence, or the trust needed to see clearly is missing. Building those is the work.
A note on the numbers. Where a result had many causes, I say so. Where a figure came from a vendor's measurement or a model rather than an audit, I say that too. I would rather you trust the caveats than admire the claims.
01When heroics stop working: reaching 99.5 percent on-time delivery at Amazon RoboticsA portfolio scaling faster than its visibility.02Trust is the critical path: turning around Marriott's first cloud point of saleAn industry first, tested at a scale no pilot could predict.03One language of goals and measures: the turnaround of a $1.5 billion resortA $1.5 billion opening at unforgiving scale.04From intuition to instrumentation: building resource discipline at Amazon RoboticsA mandate to measure, with the infrastructure still to be built.05Adoption is a message: taking portfolio visibility from 48 to 90 percentAdoption at 48 percent, and the redesign that moved it.06One number everyone trusts: rebuilding a single source of truthEight organizations, and one number to align them.07Climbing the analytics ladder honestly: food and beverage analytics at MarriottThe hardest analytics domain in lodging, built rung by rung.08Let their data make the argument: breaking a service level stalemateA service level stalemate that data ended in a weekend.09Raising the bar you missed: rebuilding a team's analytical capabilityA review that missed the bar, and the capability rebuilt after it.10Developing leaders at a distance: three remote teams, six promotionsDeliver the programs and develop the people, fully remote.