Proof: Why Todd’s Initiatives Succeed.
Four different situations, enterprise scale to zero-to-one, and the same pattern every time: one accountable owner who stayed until the number moved.
Transformation advice is cheap. Most of it comes from people who have written about change, not carried it. The more useful question for any buyer is a narrower one: has this person been the accountable owner, in more than one kind of company, when the result had to show up in a number?
Todd Tower's answer is four situations, at four very different stages of company life. The circumstances differ in every one. The pattern does not.
That range matters. A method that works only at one scale, or only in one kind of company, is a method that fits its author's history. Evidence across enterprise, hypergrowth, and a blank sheet of paper is evidence that what travels is the discipline of ownership, not a particular playbook.
Enterprise scale: SAP
At SAP, Todd led global cloud services: a 2,700-person organization, a $300M operating budget, and $700M+ in annual contract value. He led the global public cloud delivery organization through absorbing Concur, an $8.3B acquisition, into SAP's operations, and redesigned how that organization operated to maximize retention and net present value across 37,000 customers.
At that scale a plan that lives only in a slide does not survive contact with 37,000 accounts. The redesign had to hold across regions, product lines, and renewal cycles at the same time, with one person accountable for the outcome rather than the org chart.
Hypergrowth: Concur
At Concur, Todd was there for the stretch that took the company from $17M to a $2B platform, through a decade of acquisitions and scale. Hypergrowth is a different problem than enterprise redesign. The operating model has to be rebuilt every 12 to 18 months as the business outgrows it, with no slack to pause and re-plan.
Staying accountable through that meant the model, and the team running it, kept pace with the business instead of becoming the thing slowing it down.
Zero-to-one: a venture-backed fintech
Here the job was not running an existing function better. It was building go-to-market from nothing, in a GM-scope role that also carried customer success and product. There was no department to fall back on and no precedent to inherit. Three functions had to work as one system from day one, with Todd accountable for all three rather than handing off the parts he did not own.
Live right now
This one is not a case study told after the fact. It is a live engagement, running now, structured the way Tower Advisory is built to be hired: fractional, embedded, one accountable owner. A SAP-partner launch and a full brand and go-to-market transition are running in parallel at a current client, on the same identify, plan, and execute arc.
Ask what is shipping this quarter, not what shipped three years ago.
What "accountable" means in practice
The word gets used loosely, so it is worth being specific. Across these situations, accountability meant three concrete things.
The owner defined the result up front, in a number the business already cared about, rather than in a list of deliverables. The owner stayed through every stage, so decisions made during diagnosis were not relitigated during delivery. And the owner carried the work across functional lines, which meant resolving the trade-offs between teams rather than escalating them.
None of that is a framework. It is a way of occupying the role, and it is the difference between a transformation that gets reported and one that gets finished.
What this means for your company
Tower Advisory exists to make that role available to companies that need it for a defined period, without a permanent executive hire. It is structured in three stages (identify, plan, and execute) so the scope is never in question, and one person is accountable across all three.
If your transformation has a plan and no owner, or an owner and no authority, that is the conversation to have.
The pattern
Four situations: enterprise scale, hypergrowth, zero-to-one, and live now. The same pattern each time. Todd did not leave the seat until the plan was a result.
That is the actual product. Not a framework and not a deck, but the person who stays accountable for the whole arc, from identify through execute, until the number moves.
