https://www.huntingtonlevy.com/the-solve-case-studies daily 0.75 2026-10-19 https://www.huntingtonlevy.com/the-solve-case-studies/shareholder-readiness monthly 0.5 2026-10-17 https://images.squarespace-cdn.com/content/v1/6ab597b2dcc1833711da5c30/1791418989188-FE3GUIPOTHZFJ3PXC12O/Succession+Planning.jpg The Solve - Strengthening Shareholder Readiness - The Summary With a wave of shareholder retirements expected over the next five to eight years, a mid-sized professional services firm needed its next generation of leaders ready sooner. Its leadership program produced technically strong graduates, but shareholders wanted them better prepared for business development, client relationships, and day-to-day leadership. Using the ADDI Cycle, the firm’s chief operating officer audited the program, interviewed 14 shareholders, and redesigned it as a three-year cohort experience. The audit, diagnosis, and design were complete in 30 days, and the first cohort began on day 60. https://www.huntingtonlevy.com/the-solve-case-studies/ai-adoption-and-integration monthly 0.5 2026-10-17 https://images.squarespace-cdn.com/content/v1/6ab597b2dcc1833711da5c30/4d7b317f-1de9-406e-a383-34fd1a978c7b/AI.jpeg The Solve - AI Adoption & Integration - The Summary Like many organizations, this professional services firm knew AI mattered but had no shared expectation for how, or whether, people should use it. A few early adopters were experimenting quietly, and many others were unsure what was allowed. Through the firm’s Innovation Committee, the COO led a sequenced approach: set the expectation that everyone uses AI within clear guardrails, protect client and personal information, create a shared channel for learning, and build responsible AI use into annual reviews. Within three months, most staff were sharing how they used AI, and the firm had a foundation to build on. https://www.huntingtonlevy.com/the-solve-case-studies/from-stalled-to-growing monthly 0.5 2026-10-17 https://images.squarespace-cdn.com/content/v1/6ab597b2dcc1833711da5c30/b878bda9-7768-4bb4-b928-e6439e0c9d20/Brand+Positioning.jpeg The Solve - From Stalled to Growing - The Summary A mid-sized professional services firm had a marketing function that had outgrown the structure built to support it, so promising ideas and a significant agency investment weren't yet turning into results. The firm's chief operating officer stepped in to lead the function and brought in a partner who audited it, diagnosed the challenge, and designed a rebuild using the ADDI Cycle. The plan was complete within 60 days, and within a year the firm had a restructured team, a CRM its shareholders embraced, and a steady flow of qualified inquiries. https://www.huntingtonlevy.com/the-solve-case-studies/leading-through-acquisition monthly 0.5 2026-10-17 https://images.squarespace-cdn.com/content/v1/6ab597b2dcc1833711da5c30/80f3ef0a-4d0d-481b-9c5c-0a925a70d19f/Acquisition.jpeg The Solve - Leading Through Acquisition - The Summary A professional services firm facing acquisition had under four months to complete due diligence and prepare shareholders, clients, and staff for the announcement, all while its team carried full workloads and some faced roles that wouldn't continue. The root cause of the growing gap was sequencing: the people most affected would hear last. By running the deal and the people side as two parallel tracks, with leadership aligned first, every message prepared in advance, and consistent support after the announcement, the firm closed on schedule and moved through the transition without added disruption. https://www.huntingtonlevy.com/the-solve-case-studies/delivering-hard-news-with-care monthly 0.5 2026-10-17 https://images.squarespace-cdn.com/content/v1/6ab597b2dcc1833711da5c30/1792184447331-DHNOQKQIAMU7DCN215DL/Hard+News.jpg The Solve - Delivering Hard News with Care - The Summary Facing stalled revenue and inefficient workloads, a mid-sized nonprofit organization still recovering from an earlier layoff had to eliminate positions across every department. The CEO owned both the decision and the plan behind it: a six-week process that applied one selection standard everywhere, trained every manager to deliver the same message, and held all notifications at the same time. 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