Transformational Change
Experience and Expertise That Bridge the Gap
At JBE Consultants, we combine frontline clinical insight with operational consulting expertise to solve the complex challenges that derail healthcare transformation.
Combined Years inside operations & workforce realities
Years bridging the gap between frontline realities and executive strategy
consultants
Your Strategic Advisors
Brigid E. Jones
Founder and Strategic Advisor Business Transformation
Brigid E. Jones is a healthcare operations strategist and workforce stability advisor with a career spanning both the bedside and the boardroom. Her work sits at the intersection of clinical realities, operational design, and financial decision-making—where staffing models, productivity expectations, and system design must align to produce sustainable performance.
Brigid’s career was built inside the system she now helps leaders fix. As a bedside nurse, she developed first-hand insight into how operational friction, unrealistic productivity targets, and misaligned support systems erode care delivery and accelerate burnout. As an MBA-trained consultant and Fellow of the American College of Medical Practice Executives (FACMPE), she later moved into enterprise operations—partnering with finance and executive leaders to redesign tools, workflows, and decision support systems that improved operational clarity, stabilized performance, and restored trust between leadership and the frontline.
Across her work, Brigid has repeatedly led transformation from non-authoritative positions—guiding complex change by listening deeply, surfacing root causes, and building buy-in across silos. She is known for translating complex operational realities into practical, executive-ready strategies that leaders can act on. Her project experience includes improving productivity reporting and decision support across multi-site organizations, validating staffing and budget assumptions against clinical constraints, accelerating implementation timelines through redesign of data acquisition and infrastructure work, and leading culture and practice shifts that required sustained stakeholder alignment.
In the current chapter of her work, Brigid focuses on what many healthcare organizations miss: workforce instability is rarely a “people problem”—it’s a systems problem with financial consequences. She helps CFOs, COOs, CNOs, and operational leaders identify the hidden cost of misalignment between budgets, staffing models, and the real work required to deliver care. Her approach centers on diagnosing operational friction, revealing where performance expectations break in practice, and designing people-centered operational structures that improve outcomes without relying on unsustainable heroics.
What distinguishes Brigid’s approach is her ability to bridge two languages that rarely meet: the financial and the clinical. She brings insider understanding of frontline constraints alongside strategic rigor in budget analysis, operational planning, and performance measurement. This combination allows her to diagnose root causes—not just surface symptoms—and to design solutions that hold up under real-world conditions.
Brigid is the creator of the Workforce Stability Index (WSI™), a framework designed to help organizations quantify stability risk and connect workforce indicators and operational drivers to performance outcomes. She also developed structured assessment methods—such as decision-support audits and friction point assessments—to help leaders move from data overload to clear priorities, practical options, and an actionable stability roadmap.
She holds a Master of Business Administration (Healthcare Industry Leadership), is a Fellow of the American College of Medical Practice Executives (FACMPE), and is certified in Transformative Healthcare Delivery through the Medical Group Management Association (MGMA). She also holds a Bachelor of Science in Nursing and a Bachelor of Arts in Medicine in Society. Brigid is committed to helping healthcare leaders build operational models that work better for patients, teams, and the financial reality of the organizations that serve them.
Cindy Goyette
Strategic Advisor Org Design and Business Transformation
Cindy Goyette is a senior organizational design and workforce strategy leader with nearly 30 years of experience helping for-profit companies build, integrate, and transform the systems that allow people and businesses to perform at their best. Her work sits at the intersection of business strategy, organizational design, workforce planning, and leadership effectiveness—where structure, work, and talent must align to deliver results.
Cindy’s career spans Fortune 100 and 500 companies, private equity and venture-backed firms, and high-growth startups. She has led and supported more than ten complex mergers and acquisitions, working closely with executive teams to inventory entire businesses—mapping the work, roles, costs, capabilities, and talent required to integrate and operate newly formed enterprises. Through this work, she developed deep expertise in designing “Company C”—the intentionally built organization that must emerge after a merger, rather than simply scaling Company A or B.
In the second half of her career, Cindy pivoted from integrating businesses to building, fixing, and transforming HR and people systems from the ground up. She has architected and modernized HR operating models, including Shared Services, Centers of Excellence, and HR Business Partner structures; led large-scale HR technology implementations; and coached leaders through organizational change, growth, and reinvention. Her work consistently focuses on clarifying roles, redesigning jobs around real work, improving leadership capability, and ensuring organizations have the right kind of talent for the stage of business they are in.
What distinguishes Cindy’s approach is her systems perspective. She believes most organizations struggle not because of a lack of talent, but because they lack visibility into the work that needs to be done and how people are actually being deployed to do it. She is the creator of the Whole People Technology™ concept—a holistic workforce framework designed to capture not only job titles, but work units, skills, experience, behavioral operating styles, and capacity. This approach enables leaders to make smarter decisions about organizational design, resource allocation, and talent deployment—especially in environments experiencing rapid change.
Cindy is known for her ability to translate complexity into clarity. She partners with CEOs, COOs, CFOs, and HR executives to diagnose root causes, challenge legacy assumptions, and design practical solutions that improve performance, engagement, and financial outcomes. She brings a builder’s mindset to every engagement—comfortable operating in ambiguity, creating structure where none exists, and helping organizations evolve as their business models change.
She holds a Master’s degree in Organizational Management, is SPHR-certified, and is a frequent writer and thought leader on organizational design, workforce strategy, and the future of work. She is also a Prosci Certified Change Practitioner and Leadership Coach. Cindy is deeply committed to helping leaders treat people as a core component of business strategy—not an afterthought—and to building companies that work better for both the business and the humans inside them.