The Season of Transformation

When Rachel walked into the boardroom that November morning, she expected a routine strategy session. She had been with Gerson & Reed, a multinational logistics firm, for over twelve years, steadily climbing from a junior project manager role to a senior director of operations. But that morning, the ground beneath her shifted.

The CEO, flanked by the new Chief Strategy Officer, had announced a sweeping reorganization. The company’s operational units were being consolidated into a centralized hub, and Rachel’s role was to be fundamentally redefined. Instead of managing teams and driving strategy, she would now be tasked with overseeing the implementation of a new technology system. There was no discussion, no lead-up to the decision. Just a polite nod to the back of the room, acknowledging her presence. 

The first wave of emotion that washed over her was shock. She sat there, her face a mask of professionalism while internally, her thoughts ran wild: How could they do this to me? She’d been loyal, committed, and had delivered above and beyond. What had she done to deserve this? 

Later that evening, as she drove home, the shock gave way to something else — anger. It burned hot and fast. She ranted to her husband over dinner, and by midnight, she found herself sending long, unsent emails to her manager, demanding explanations she knew would never come. “After everything I’ve done for them, they think they can just move me around like a chess piece?!” she vented to her best friend over the phone. “It’s insulting.”

For days, Rachel stayed in that place of anger, replaying every interaction she’d had with senior management over the last few months, looking for signs that this was coming. But soon, the energy of that fury began to wane, replaced by a creeping realization: They’re not going to change their minds. This is happening. She found herself looking at the situation more dispassionately. Yes, it was unfair, but hadn’t she been the one to always talk about adapting and evolving to her team? Hadn’t she been the first to advocate for embracing change when it had affected others?

Acceptance came slowly, almost reluctantly. There was a day— Rachel remembers it vividly — when she was sitting in her office, staring at the framed awards and certificates on her wall, and something inside her shifted. A calm settled over her. Maybe, she thought, this isn’t the end of something. Maybe it’s the beginning of something else.

That’s when the curiosity began. She started attending meetings about the new technology system she’d be managing, asking questions, understanding the nuances of this new direction. But the more she engaged, the clearer it became that her heart wasn’t in it. Rachel’s talents were in the interplay between people, strategy, and operations — not technology implementation.

Then, one evening, after a particularly grueling call with a vendor, Rachel had a moment of clarity: this role — no matter how well she adapted to it — wasn’t going to fulfill her. For the first time, she let herself imagine a life beyond Gerson & Reed. What if she could take everything she’d learned — the people management, the strategic insight, the resilience — and use it somewhere else? What if, instead of being pushed into a new role, she walked away on her own terms?

The idea of starting her own business took root slowly. She began to research, talk to entrepreneurs she admired, and sketch out business plans late into the night. As the weeks passed, her confidence grew. This was not a whim or a reactionary move. It was a calling she had long ignored. The sense of purpose she had lost was now rekindled, but in a completely different context.

Rachel handed in her resignation on a chilly February morning. The HR director looked stunned, the same way Rachel had felt in that boardroom months earlier. There were offers of promotions, counteroffers, and even an impromptu meeting with the CEO, who assured her that there was “always a place” for her at Gerson & Reed. But Rachel knew: that place no longer held what she needed. It was time for something new.

Within a year, Rachel had launched her own consulting firm, specializing in helping companies navigate transitions just like the one she’d experienced. And the story continues to our days.

Rachel’s story isn’t just about professional evolution; it’s about the seasons of transformation we all encounter. From shock to anger, from realization to acceptance, and finally, to a new beginning, she had lived the full cycle. Today, Rachel speaks of that November morning with a sense of gratitude. Because in losing her role at Gerson & Reed, she found something much more valuable: a role in her own life.

Not every transformation in an organization leads to people leaving their jobs to find fulfillment elsewhere — nor should it. That would be far too disruptive. But the reality is that most organizational transformations focus on structures, new technologies, and evolving business needs. Rarely are the personal journeys of employees — each individual’s transition, impact, and need for communication — considered or valued in the same way.

Rachel’s story is quite a universal one: it’s the journey of navigating change that every professional faces at some point in their career. Successful corporate transformations happen when organizations give their people the space, time, and support to transform alongside the business. Real change isn’t just about shifting strategies or implementing new systems; it’s about helping people adapt, evolve, and thrive.