about us
we are a team of generalist management consultants and optimization experts, passionate about developing practical solutions to difficult problems.
auribus is Latin for “both ears” as we believe that listening intently to our clients is the foundation
of our work.
our values
integrity
humility
commitment
excellence
our mission
to enhance executive decision-making and catalyze progress towards our clients' vision
our vision
to become first-resort strategic advisors to the teams we serve
c a p a b i l i t i e s
p r i v a t e s e c t o r
growth strategy development
algorithm development + data analytics
organizational transformation
turnarounds
operational excellence
merger + acquisition integration
market opportunity evaluation
p u b l i c s e c t o r
strategy development
algorithm development + data analytics
program design + evaluation + implementation
operational assessment + process improvement
organizational alignment
procurement development
technology strategy + implementation
c a s e s t u d i e s
technology implementation for a state agency
Massachusetts was the first state to institute vital records in 1841. Today, the Registry of Vital Records and Statistics (RVRS), under the Department of Public Health umbrella, manages 250,000 new vital events annually and serves over 10,000 private and government data partners. During and in the aftermath of the Covid-19 pandemic, demand for RVRS services increased significantly while staffing and funding levels remained flat. Given this supply-demand imbalance, we assisted the Registry in improving operational efficiencies and enhancing IT system interoperability through an extensive stakeholder-informed business system redesign and new system procurement initiative. We also helped RVRS secure new capital funding to enable increased investment, transition to new business processes, and implement a new technology platform.
technology feasibility study to improve a state program
The Massachusetts Farmers Market Nutrition Program (FMNP), which is administered by the Massachusetts Department of Agricultural Resources (MDAR), serves more than 65,000 individuals and gives them access to fresh, locally grown produce. MDAR engaged our team to evaluate the operational, fiscal, and technological opportunities and constraints of implementing an electronic solution for FMNP participants in order to reduce reliance on paper coupons. To answer MDAR’s question comprehensively, we conducted interviews with both in- and out-of-state employees, focus groups with WIC participants and farmers, and multiple online surveys with Massachusetts farmers, FMNP participants, and MDAR subject matter experts. We also conducted a review of multiple potential IT solutions through direct interaction with IT vendors. Our recommendations helped MDAR to develop a gradual, multi-phase implementation approach which accounts for the preferences of both farmers and FMNP participants.
lean six sigma business process redesign for a state agency
As clinical staffing shortages remain pervasive nationwide, the Massachusetts Department of Health (DPH) asked our team to help address a substantive backlog of unresolved clinician complaints within the Bureau of Health Professions Licensure (BHPL). Our project approach entailed outreach to DPH subject matter experts, benchmarking in comparable states, extensive operational data analysis, and a LEAN Six Sigma-driven redesign of the underlying complaint resolution process. We presented our resulting recommendations and provided a step-by-step blueprint for implementation to the Commissioner, Bureau Director, and DPH leadership team.
large scale survey design and big data analysis at a large state organization
A major public transportation agency in New England enlisted our help to enhance employee engagement for more than 7,000 employees. To support this initiative, we developed a comprehensive communication plan to help restore trust and encourage participation, including pamphlets, posters, in-person surveys, periodic email updates, and transparent sharing of aggregated data. The all-staff survey we designed for this purpose received a 60% response rate, well above the average response rates for public organizations. While protecting employee confidentiality in the strictest manner, our detailed analysis of qualitative and quantitative survey information directly informed the agency’s ongoing turnaround efforts.
program evaluation for an ambitious state project
How can you plant 4 million new trees by 2050 to enhance carbon sequestration and improve urban heat island mitigation statewide? This was the overarching question the Massachusetts Executive Office of Energy and Environmental Affairs (EEA) posed to our team. Our approach started with extensive stakeholder engagement. Informed by a wealth of knowledge on best practices in both urban and riparian reforestation, benchmarking research, GIS modeling, and quantitative impact analysis, we developed a comprehensive statewide nursery strategic plan. The plan paved a path forward for the State to achieve its goal, including detailed recommendations on how to overcome challenges around land availability, sourcing for nurseries, qualified workforce development, and funding.
big data analysis and price optimization for a global company
A global MarTech firm was under significant competitive pressure to optimize its complex pricing model and accelerate its sales cycle. In collaboration with the firm’s executive team, we undertook a big data analysis initiative - we aggregated a decade’s worth of pricing data at the service and sub-service level, conducted statistical and dimension reduction analyses to rationalize the pricing approach, and delivered to our client the blueprint for a mathematically optimized pricing platform.
strategic planning for a major healthcare system
One of the major hospital systems in Boston engaged our team to facilitate department-level strategic planning for the organization. Working closely with the executive leadership team, and clinical and administrative experts, we formulated a 3-year strategic plan with a focus on a patient-centered care model, clinician wellness and retention, and fiscal sustainability. We are currently supporting the phase-by-phase implementation of the plan.
strategic planning for a non-profit
In response to worsening food insecurity in Massachusetts, we assisted one the of the largest food pantry operations in the Greater Boston area with their expansion strategy, including both the design and implementation. As with every project, this initiative started with our team listening intently to our client and implementing a multi-pronged stakeholder engagement approach entailing targeted interviews, focus groups, and multiple anonymous online surveys. Throughout this initiative, we worked on a daily basis with the organization’s executive leadership team and the Board of Trustees. The resulting 5-year expansion plan was approved by the Board and is currently being implemented, supporting intentional and realistic expansion efforts. In addition to our strategic planning work, we developed multiple automated logistics tools and operational dashboards for this food pantry operation.
clinical and workforce optimization in healthcare
One of the leading community health centers in the Greater Boston area was faced with daunting workforce retention and clinical workflow challenges right in the aftermath of the pandemic. In close partnership with both clinical and administrative leadership, we designed a multifaceted stakeholder engagement approach which incorporated the voices of clinical and administrative staff, patients, and patient families. We developed both a 5-year strategic plan and an immediate operational excellence plan for the organization with a focus on the HR, operational, and financial aspects of this critical clinical operation. We subsequently supported the launch and implementation of these Board-approved plans.
virtual case guidelines for the judicial system
The Massachusetts Trial Court historically relied on paper-dependent systems and courtrooms that no longer fit the needs of an increasingly virtual society, hindering operational productivity and limiting customer service. The COVID-19 pandemic further exacerbated the need for both digital operations and updates to courtroom designs. To support the Trial Court, we assessed the operational impact of remote access and identified opportunities to optimize courtroom designs based on case types best suited for in-person versus remote proceedings. Using these findings, we collaborated with architects to provide guidelines on courtroom adaptations and new courtroom designs. Our input enabled DCAMM and the Trial Court to incorporate these findings into their long-term capital plans.
Legislative analysis on the sustainability of the Massachusetts restaurant industry
Multiple high-profile restaurants in Massachusetts had already shut their doors when the COVID-19 pandemic hit, further jeopardizing the health of both the restaurant industry and the MA economy. The Massachusetts legislature established the Massachusetts Restaurant Promotion Committee with the mandate to develop recommendations for the promotion, growth, and vitality of the Massachusetts restaurant industry. The Committee engaged team to conduct a stakeholder-driven assessment: we conducted a comprehensive engagement process, including key stakeholders such as restaurant operators, customers, governmental agency representatives, and various industry advocacy groups. Based on our analysis, we identified three key factors that slowed down the growth of the restaurant industry in Massachusetts: industry profit headwinds, disproportionate regional impact, and barriers to opening a restaurant. We submitted a legislative report to the State Legislature outlining the background, methodology, analysis, and both short-term and long-term recommendations for consideration.
streamlining programmatic processes for municipal council on aging
Efforts to address hoarding among older adults were fragmented across multiple disconnected processes, resulting in decentralized intake mechanisms and limited triage capabilities. Compounded by minimal guidance at the state and federal levels, these challenges limited dedicated funding and legislative attention, leading to workforce shortages and insufficient training for service providers. To address these challenges, we interviewed key stakeholders, analyzed caseload and budgetary data, and conducted benchmarking against other cities. Using these findings, we assisted the Age Strong Commission in developing future-state business process flows, forecasting future caseloads, and drafting a roadmap to transition from the current state to the future state, ensuring enhanced customer service within the operational constraints.
