Our Approach
A Career Built on Finding and Using the Right Tools
Every generation of tools has changed what's possible. This is the most important one yet.
Artificial intelligence and generative AI may be the most important technology of any lifetime.
Marc Benioff, CEO and co-founder, Salesforce
Drew has spent 37 years doing one thing: finding the most powerful tools available at any given moment and applying them to close the gap between where an organization is and where it needs to be. AI is the current chapter in that story. It is not the whole story — and understanding the whole story is what makes the difference.
How we think about change
Current State. Future State. Transition State.
Every engagement MBC takes on begins with the same three questions, drawn from a change management framework Drew first encountered early in his career. It became — and remains — the core of how he approaches all improvement and transformation work. Meaningful change requires clearly understanding where you are today, where you want to be, and how to move from one to the other. This framework does not go out of date. The tools used to execute within it do — and replacing them with better ones, at the right moment, is exactly what MBC is built to do.
A 37-year track record
Always at the leading edge of what's next
Drew has always embraced technology — at every major inflection point where a new technology changed what was possible.
As a sales associate in 1988, Drew was already using a laptop to build presentations and analyze data — years before this was standard practice. The instinct was never about technology for its own sake. It was about doing the work better.
Drew was part of Buckman's pioneering work in Knowledge Management — using the early internet to connect workers and expertise globally so that problems that once took weeks could be resolved in minutes. He was actively involved in Buckman's KM initiatives, functioning as an advocate for KM and presenting papers on KM and Quality in the late 1990s.
With the rise of IoT and smart devices, Drew was actively engaged in understanding how to leverage these emerging technologies to drive organizational performance. He was part of Buckman's original Smart Products team — led by CEO Steve Buckman — that focused on developing products that leveraged connected device data. This era also brought deep investment in data analysis skills: Power BI, Power Query, and advanced statistical analysis.
Drew led major data, measurement and analysis projects — including the development of a Global Balanced Scorecard. This tool spanned 26+ data sources and became the reporting standard for the CEO and all regional operating companies globally. He also developed the approach for supporting the analysis and data requirements for Buckman's company-wide transformation initiative alongside one of the top three global management consulting firms.
Drew sees AI — and specifically Agentic AI — as the most significant tool he has encountered in 37 years for generating step-change organizational improvement. Since retiring in July 2025, he has invested serious time building genuine, hands-on AI fluency: Training certifications, continued research on the latest AI advances, and a hunger for assessing new approaches for using AI to drive organizational value. The pattern is the same as it has always been. The tool is new. The experience to know when and where to apply it is not.
Why it matters
The difference between AI curiosity and AI readiness
Most organizations are on a spectrum right now — curious about AI, experimenting with it, or trying to figure out how to deploy it in ways that create real, lasting change. The challenge is that knowing how to use AI tools is not the same as knowing how to drive organizational transformation.
MBC sits at the intersection of both. The improvement and transformation methodology — diagnostic frameworks, change management discipline, the ability to work with senior leadership to prioritize what actually matters — provides the foundation. The AI fluency provides the toolkit. Together, they allow MBC to help organizations move from "we should be doing something with AI" to a clear, prioritized, executable plan for using it to close their most important gaps.
The Foundation
Transformation methodology
Diagnostic frameworks, change management discipline, executive prioritization — the same approach that has produced measurable results for 37 years.
The Accelerator
Current AI fluency
Deep, hands-on knowledge of Agentic AI, workflow automation, and the Claude platform — not theoretical, but applied daily.
How MBC works
A small number of partner organizations. Deep, ongoing work.
MBC does not look for short-term or one-time engagements. The model is built around working with a small group of organizations over time — as a senior advisor, coach, and program guide.
The work unfolds in four phases — Assess, Design, Coach, and Sustain — each focused on building lasting capability inside the organization, not dependency on MBC. See how MBC engages.
Ready to talk about where your organization wants to go?
The first conversation is not about selling. It is about understanding your current state — and whether MBC is the right partner to help you get to your future state.
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