Align360 Execution & Performance Advisory

The value-creation plan is only as strong as the organization executing it.

Organizational performance advisory for private equity sponsors and portfolio leadership teams.

The problem

When performance falls short, look beyond operations, technology, and commercial strategy.

Look at the organization responsible for executing them.

Growth exposes leadership gaps. Transformation strains outdated structures. Decisions bottleneck. Accountability gets diluted. Functions operate in silos. Management practices that worked at one stage of the business become constraints at the next.

These aren't simply "people problems."
They're business performance problems.

Where I fit

I work where leadership, operations and people collide.

When the organization isn't built for what's next, I align and reshape it for where the business is going.

I identify what's getting in the way of execution and build the path forward across leadership, structure, resources, accountability, decision-making, operating rhythms and management practices — always tied to the business outcome.

Leadership

Capability, structure, decision rights, span of control.

Organizational Performance

Accountability, operating rhythms, management practices.

Operations

Ways of working, resourcing, throughput, execution.

People Running through all three — because every strategy, structure, process, and decision ultimately depends on people to execute it.

You need me when

The problems don't show up neatly inside one function.

How I lead

Change without compromising people or results.

Alicia Catatao, founder of Align360
Alicia CatataoFounder, Align360

Ruthless compassion is how I operate: clarity about what the business requires, empathy for the people affected, and the willingness to make difficult decisions when necessary.

I've sat in the seat. Knowing what needs to change is one thing. Getting an organization to actually change — without compromising people or results — is another. That's where I work.

  • Evaluate.
  • Prioritize.
  • Execute.
  • Sustain.

Embedded alongside your leadership team, not adjacent to it.

Proof

Different business problems. The organization was the lever.

Rhodium

Enterprise transformation under pressure.

The business problem
A founder-led bitcoin data mining company facing liquidity pressure, ongoing litigation, high leverage against near-term debt obligations and operational underperformance while navigating significant leadership transition. Mining uptime had fallen to 68%. Performance had to improve while the capital structure was being resolved.
The organizational constraint
The organization wasn't equipped for what the business required next. Leadership gaps, fragmented accountability, an inefficient labor model, limited management infrastructure, and unclear ownership were constraining execution at a time when the company had very little margin for error.
Intervention
  • Managed a CFO exit and CEO re-entry without losing operational continuity
  • Rebuilt the operating model around the right leaders, roles, and structure
  • Implemented headcount planning, forecasting, and human-capital cost modeling
  • Reclassified 60% of the workforce to hourly, including compensation realignment, policy redesign, and system reconfiguration required to support the new labor model
  • Redesigned performance management and incentives to market
  • Built the governance, systems, and workflows a leaner company could actually run on

Business result

68%→90%+

Uptime restored, recovering compressed hashrate and revenue. ~$549K of bloated legacy bonus liability unwound, and $500K+ in annual savings through benefits restructuring — inside six months. Mitigated an estimated $1M employment-law exposure.

Cresco Labs

Delivery existed. Nobody owned it, and the labor model couldn't carry it.

The business problem
Florida's cannabis market is structurally constrained — vertically integrated only — so revenue expansion has to come through owned retail channels. Post-acquisition of One Plant, the delivery channel was live but operationally undefined: no clear ownership, no operating model.
The organizational constraint
Labor was deployed inefficiently and compensation was misaligned with the work being performed. Drivers were paid as static roles regardless of output, creating real internal friction and a structure that couldn't flex with demand.
Intervention
  • Built a dual-function labor model so drivers could flex into retail during downtime
  • Aligned the org structure to the delivery model and the revenue objective behind it
  • Engineered an HRIS-enabled compensation fix: employees clock into role-based position codes and pay adjusts to the work performed in real time
  • Activated the ‘location’ feature, enabling team members to flex into other stores and capture per-store labor hours accurately
  • Created a ‘Lead’ job level, giving stores the flexibility to cover managerial responsibilities as needed

Business result

~$400K

payroll reduction against the year-one forecast — roughly one FTE per delivery-enabled store.

And it keeps paying. Delivery hours that used to sit idle at driver pay now convert into retail productivity at the retail rate. That's structural P&L relief carried into every budget after it — not a cut that has to be made again next year.

Rhodium can be called two things. RBA or RAA. Rhodium Before Alicia or Rhodium After Alicia.
Chief Executive Officer, Rhodium
She has an exceptional talent for driving organizational alignment, optimizing workforce operations, and building scalable structures that deliver results without losing focus on the employee and customer experience.
Connie Wolsey, VP of Retail Operations

Start here

If your portfolio companies need to transform, grow or improve performance, let's connect.

Book an intro call

Or reach me directly at aliciacatatao@gmail.com.