Who We Are 

Liberum exists to deliver in the environments where most firms struggle. Our clients are public sector agencies navigating enterprise-scale transformations in politically complex, high-stakes environments where the margin for error is thin, and the consequences of failure are public.  We believe clients deserve real ownership, not warm bodies and hope. They need consultants who do the real work of change. Not practitioners who run surveys, hold coaching sessions, and call it OCM. 

We’re a team first. Not a collection of individual contributors sharing a company name, but a genuine team that pushes each other’s thinking, pressure-tests each other’s thinking, and shows up for each other when engagements get hard. True collaboration isn’t a value we put on a wall. It’s how we deliver results that our clients can’t get anywhere else. 

We’re also building an AI-forward consulting practice. Our consultants don’t just use AI as a novelty. They integrate it into how they think, analyze, create, and deliver. If you’re still doing everything the way you did it in 2022, you’re already behind the curve at Liberum. 

If you’re looking for a comfortable seat and a steady paycheck, this isn’t the role for you. If you’re looking for a team that does hard things extraordinarily well, with the most advanced tools available. Keep reading. 

The Role 

Let’s be direct about what this role is and isn’t. 

This is not a traditional OCM role. If your version of change management is running readiness surveys, facilitating coaching sessions, and building ADKAR dashboards. That’s not what we do. Those activities have their place, but they are a light overlay on top of the actual work. At Liberum, OCM is operationally embedded. It lives inside the business processes, the policy changes, the union impacts, and the day-to-day reality of how people’s jobs are actually going to change. 

The OCM Consultant works shoulder-to-shoulder with business analysts to understand future-state business processes at a granular level, not from a summary slide, but from the process flows themselves. You identify exactly what changes for which roles, what policies and procedures need to be rewritten, where union agreements are implicated, and what it will actually take for impacted staff to execute in the future state. Then you build the strategy and do the work to get them there. 

If there are no BAs on the project, you step in and do the business process reengineering work yourself. You map current state, design future state, identify gaps, and build the bridge. OCM and BPR are not separate disciplines in our practice. They’re intertwined, and the right candidate operates fluidly across both. 

Our approach is grounded in the ACMP Standard for Change Management and the CCMP methodology, which drives the substantive work of impact analysis, stakeholder preparation, and sustained adoption. Prosci and ADKAR are useful tools that we apply as a complement, not as the primary framework. If your entire OCM practice is built around Prosci templates, this role will challenge you. 

You are also an AI-enabled practitioner. You use AI tools to amplify your analytical capacity, accelerate deliverable creation, synthesize complex process and stakeholder data, and produce higher-quality work in less time. You use AI to analyze process documentation, identify downstream impacts across roles and policies, draft communications, and pressure-test your change strategies. AI doesn’t replace the human judgment at the core of OCM. It makes that judgment sharper and faster. 

This role spans the full spectrum: from building a change management function from the ground up on a project that has none, to the detailed tactical work of rewriting procedures and preparing staff for a new way of operating. You’re not above any task, and you don’t need someone to tell you what needs doing next. 

What You’ll Do 

Business Process Analysis & Impact Identification 

• Work directly with BAs (or independently when no BA is assigned) to analyze future-state business processes at a granular level: understanding each process flow, the roles involved, the systems touched, and the decisions made at each step 

• Conduct detailed change impact analysis by mapping current-state processes against future-state designs to identify exactly what changes, for whom, and how significantly, at the role level, not just the department level 

• Identify impacts to policies, procedures, standard operating procedures, job descriptions, and work instructions that must be updated or rewritten to support the future state 

• Identify where union agreements, collective bargaining provisions, or labor relations considerations are implicated by process or role changes, and help the client navigate each 

• When BAs are not present, perform business process reengineering work directly: mapping current state, designing future state, conducting gap analysis, and building process documentation that drives both technical implementation and organizational readiness 

• Develop detailed impact registers that connect specific process changes to specific stakeholder groups, affected policies, training needs, communication requirements, and adoption risks 

Change Strategy & Organizational Readiness 

• Design and build OCM strategies and plans grounded in the ACMP Standard for Change Management, driven by the actual operational impacts identified through process analysis, not generic templates 

• Develop targeted readiness plans for each impacted stakeholder group based on the specific nature and magnitude of change they will experience: what exactly is changing in their daily work, what they need to know, what they need to be able to do, and what support they need to get there 

• Build change management functions from scratch on projects where none exist, establishing the governance, methodology, work streams, and deliverable cadence needed to manage change across the initiative 

• Assess organizational readiness through substantive methods: process walkthroughs with impacted staff, role-based impact workshops, and operational scenario testing—not just survey scores 

• Develop transition and cutover plans that address the operational reality of moving from current state to future state, including parallel operations, fallback procedures, and day-one support 

Policy, Procedure & Knowledge Transfer 

• Lead or support the rewriting of policies, procedures, SOPs, and work instructions to reflect future-state business processes, producing artifacts that impacted staff can actually use to execute their work 

• Design and develop role-based training and knowledge transfer activities tied directly to future-state process execution, not generic system training, but “here is how your job works now” 

• Develop job aids, quick reference guides, and operational support materials that bridge the gap between training and real-world execution 

• Build and deliver communications that explain what is changing, why, what it means for specific roles, and what support is available, grounded in the actual process impacts, not abstract messaging 

AI-Enabled Delivery 

• Use AI tools to analyze process documentation, interview transcripts, and organizational data at scale, identifying impact patterns, policy implications, and readiness gaps that inform your change strategy 

• Use AI to accelerate the creation and refinement of OCM deliverables: impact assessments, stakeholder-specific readiness plans, procedure rewrites, communications, and training content 

• Apply AI to cross-reference process changes against existing policies, union agreements, and regulatory requirements, surfacing compliance risks and downstream impacts faster than manual review 

• Use AI as a thought partner to pressure-test change strategies, model adoption scenarios, and identify blind spots in your approach before they surface in the field 

• Continuously evaluate and adopt emerging AI tools and techniques that improve the speed, quality, and depth of OCM and BPR delivery, and share those innovations with the Liberum team 

Stakeholder Engagement & Advisory 

• Engage and build trusted relationships with customers, sponsors, executives, project teams, vendors, and external stakeholders, providing coaching and advisory support that strengthens sponsor ownership and leadership alignment 

• Serve as a trusted advisor to leaders and project teams on the organizational implications of business process and system changes, translating operational impacts into strategic guidance that drives better decisions 

• Facilitate impact workshops, process walkthrough sessions, and readiness assessments with impacted staff and leadership, grounding change conversations in the specific reality of how work will change 

• Coach client-side staff to build internal OCM and BPR capability that sustains long after the engagement ends 
• Articulate, present, and report OCM progress, adoption metrics, and value delivered, making the work visible and measurable in terms the client cares about

What You’ll Produce 

This is not an exhaustive list, but it reflects the tangible, substantive deliverables this role owns or contributes to: 

• Detailed change impact assessments tied to specific future-state business processes, roles, and stakeholder groups 

• Impact registers mapping process changes to affected policies, procedures, union provisions, training needs, and communication requirements 

• Current-state and future-state business process documentation (when performing BPR work directly) 

• Gap analyses identifying what must change at the process, policy, role, and system level to achieve the future state 

• Stakeholder-specific readiness plans with targeted interventions based on the nature and magnitude of change 

• Revised or newly created policies, procedures, SOPs, and work instructions reflecting future-state operations 

• Role-based training materials, job aids, and quick reference guides tied to future-state process execution 

• Transition and cutover plans addressing operational logistics of moving to the future state 

• Targeted communications grounded in actual process impacts, not generic change messaging 

• OCM strategies and plans grounded in the ACMP Standard, with Prosci/ADKAR applied as supplemental tools where appropriate 

• Adoption and sustainment metrics and reporting