Growth is a Good Problem to Have
Wounded Warrior Project (WWP) serves more than 100,000 post-9/11 veterans and their families with a wide array of programs designed to support physical, emotional, and financial well-being. As the organization expanded, its leadership faced a series of critical challenges:
- Data Fragmentation: WWP had no centralized system to collect or analyze outcomes across its 21 programs. Critical insights into warrior needs and outcomes were inaccessible or siloed across departments.
- Inconsistent Service Delivery: Without a unified strategy or customer segmentation, the experience of Warriors varied widely depending on which program they entered.
- Lack of Measurement Infrastructure: The existing measurement system was not aligned with the organization’s evolving strategy or the comprehensive needs of the Warrior community.
- Change Fatigue and Misalignment: Internally, teams expressed frustration with the pace and effectiveness of change efforts. Decision-making lacked structure, and departments operated without shared goals or accountability frameworks.
WWP recognized that to elevate its impact, it needed to align strategic goals with data, operations, and culture—and turned to MGT for support.
Our Engagement
WWP initially retained MGT to assess its data governance and infrastructure. Through that initial engagement, we developed deep knowledge of WWP’s operations, people, and culture. The trusted partnership expanded to include 12 major projects over a two-year period, focused on three core pillars:
- Strategic Planning and Change Management
- Impact Measurement and Data Systems
- Program Design and Operational Alignment
Through this multi-phase engagement, MGT became a critical partner to WWP’s executive team, facilitating transformation from the inside out.
Strategic Planning & Change Management
To address WWP’s long-term vision, our team helped design and operationalize the organization’s FY22–FY26 Strategic Plan. Our goal was to provide WWP the capacity and systems to manage change with intention. Instead of episodic or reactive improvement, the organization now operates with a shared roadmap, ongoing leadership alignment, and the infrastructure to sustain growth and transformation.
Key objectives included:
- Strategic Plan Finalization & Implementation: Working closely with leadership, we structured the 5-year plan into actionable priorities, goals, and objectives (PGOs) that cascaded across departments and individuals.
- Executive Advisory & Facilitation: We led quarterly executive retreats to assess progress, course-correct where needed, and ensure strategic alignment throughout the organization.
- Change Management Enablement: Recognizing the human component of transformation, the team delivered change management training across the organization—equipping teams with tools and mindsets for adaptive leadership.
- Structure for Sustained Success: The plan established a new organizational office—Strategy, Innovation, and PMO—to own strategic execution, innovation, and performance monitoring into the future.
Focus on Measurement & Data Systems
WWP’s aspiration to better “know, serve, and assess impact” for its Warriors required a data-driven transformation. Therefore, we designed a holistic system to enable this goal:
- Impact Framework: Developed a foundation-wide impact framework that tied outcomes directly to WWP’s mission and strategy. This enabled all programs to align toward a shared vision of Warrior well-being.
- Measurement & Evaluation (M&E) System: Designed tools, processes, and reporting systems that allow WWP to collect, aggregate, analyze, and act on outcome data across all 21 program areas.
- Data Governance: Established systems and policies to standardize data collection and quality across departments, enabling more accurate insights and cross-program comparisons.
- Needs-Based Segmentation Tool: To move beyond one-size-fits-all services, we built a segmentation model that classifies Warriors based on need, enabling tailored interventions and more strategic allocation of resources.
For the first time, WWP could view the full Warrior journey, track meaningful outcomes, and prioritize services for those with the greatest need. These tools not only improved internal operations—they also strengthened WWP’s ability to communicate impact to stakeholders and funders.
Program Design & Operational Alignment
With improved strategy and data systems in place, we then began optimizing the programmatic side of the organization. This involved deep assessments and enhancements across core areas:
- Program Deep Dives: Conducted comprehensive evaluations of select programs to surface insights on performance, gaps, and opportunities for refinement. These included assessments of Program Odyssey, Registration and Referral, Alumni Programming, and Complex Case Coordination.
- Customer Experience Strategy: Helped WWP clarify and refine how Warriors move through programs, ensuring more cohesive and intentional experiences.
- Real Estate & Footprint Strategy: Supported alignment between WWP’s physical presence and the geographic distribution and needs of its Warrior population.
- Cross-Program Integration: Identified ways to bridge gaps between the 20+ programs, reducing duplication, closing service gaps, and improving continuity of care.
Results & Outcomes
These operational enhancements ensured that Warriors received more consistent, effective, and tailored support across their entire journey—from first registration to alumni status. Internally, staff had clearer processes, roles, and feedback loops to guide their work.
Key results include:
- Strategic Alignment: A unified framework for planning, prioritization, and accountability across departments
- Data Maturity: A robust infrastructure to evaluate and communicate outcomes at scale
- Customer-Centric Programming: Tailored service delivery based on Warrior needs and lifecycle
- Internal Capacity: A stronger, more adaptive workforce supported by change management, training, and new leadership structures
- Sustainable Transformation: A dedicated office (Strategy, Innovation, and PMO) to steward future growth and learning
