ABOUT RUMBL
Across very different companies and transformations, the same patterns kept resurfacing.
Rumbl grew out of years spent helping organizations take on complex transformation across consulting, professional services and inside the enterprise. The industries, technologies and initiatives varied, but the hardest transformation problems rarely belonged to one function, one technology or one workstream.
Producing the intended business result usually required capabilities, decisions and organizational conditions to work together across parts of the company that were led, funded and measured separately. A transformation might have one executive sponsor, but depend on several other leaders whose priorities, incentives and accountabilities were different, and sometimes directly in tension with what the transformation required.
That is where the real friction surfaced. Politics, competing priorities, fear, organizational culture, leadership misalignment and the reluctance to expose what was not working often mattered more than the technology itself. The issues that crossed organizational boundaries were also the ones most likely to be resisted, minimized or left outside the initiative, particularly operating model, change, governance, leadership alignment and how people worked together.
Again and again, the same pattern appeared: the transformation was being managed as an initiative, while the business result depended on a much larger system.
Rumbl grew from that experience, but not from that problem alone. At the same time organizations are being asked to transform faster and make bigger bets on technology, many experienced professionals feel increasingly like passengers in their own careers, with less control over where they contribute, how their experience is valued and what they build next. AI raises a related question inside organizations: whether people remain intentionally part of the future being designed, or whether automation becomes the default and the human role is determined by whatever remains. Both forms of agency matter to what Rumbl is building.
Rumbl brings those ideas together. We believe transformation should start with the future the business is trying to create and account for the whole system required to produce it. We believe the difficult cross-functional tensions should be surfaced rather than worked around. We believe experience and judgment should play a meaningful role in shaping that future, and that technology should expand human capability without making human agency an afterthought.
Rumbl combines methodology, experienced practitioners and an AI-enabled platform designed so that every engagement strengthens the next. What works, what fails, which conditions matter and which combinations of capability produce results become evidence that improves how Rumbl diagnoses, designs and delivers future transformations.
Every engagement should make the next one smarter.
Rumbl is the company. weRumbl is the platform we built to put that approach into practice.
What shapes the Rumbl model
These tenets reflect the choices that shape the Rumbl model, especially when transformation is under pressure. They guide how we think about people, technology, business outcomes and the way value is created.
- 01
Capable people are at the center, and AI should extend what they can do.
Experience, judgment, context and creativity have value. When a choice trades those things away, we count that as a cost rather than assuming fewer people automatically means a better system. We use AI to expand human capability, not as a reason to remove people by default.
- 02
The outcome defines the transformation, not the staffing request or assumed solution.
Customers may arrive with an outcome in mind and a preconceived view of what it will take to produce it. We anchor the work in the future the business is trying to create and the outcomes it needs to produce, and we challenge the shape of an initiative when it conflicts with what that future state requires. We would rather lose an engagement than fill a plan we expect to fail.
- 03
We read the conditions before we shape the transformation.
Trust, leadership posture, incentives, change aptitude, learning orientation and cross-functional collaboration influence whether a transformation can survive beyond implementation. We surface those conditions early and address the gaps that matter, even when doing so creates a harder conversation.
- 04
Using a technology is not the same as getting value from it.
Deployment, seats, adoption and usage may tell us something about implementation. They do not prove that a transformation created the business result it was intended to produce. We hold engagements to value the customer can confirm, and we hold our own performance to the same standard.
- 05
Integration is the work.
Transformation value comes from how capabilities, decisions and organizational conditions work together across the enterprise, not from the strength of any one domain in isolation. We take an end-to-end view rather than optimizing individual pieces for the short-term appearance of progress.
- 06
Experience should compound.
Every engagement should strengthen the next one. We capture what worked, what failed, which conditions changed the result, which capabilities mattered and which combinations of people and methods produced value. That evidence strengthens our methodology, improves how we bring capabilities and practitioners together, and builds the reputation of the people who created the outcome.
- 07
We set direction without performing certainty.
Complex transformation requires judgment, experimentation and the willingness to change course when the evidence changes. We will get things wrong, we will learn, and we will pivot. We would rather do that in the open than defend a position we have stopped believing.
- 08
Human agency should be designed into the future.
Technology should expand what people and organizations are capable of, not determine by default where people no longer belong. We make deliberate choices about what should be automated, where human judgment matters, and where people should remain part of the experience because creating, deciding, learning and building together has value of its own.
BUILT FROM EXPERIENCE
A point of view shaped across years of transformation at scale.
Rumbl was founded by Amanda Rankin, an enterprise transformation executive whose career has spanned startups, consulting, managed services, global professional services and leadership roles inside large enterprises.
At AWS Professional Services, Amanda built and led the global Enterprise Transformation practice and ecosystem during a pivotal period in enterprise cloud adoption. The practice developed the methodology, offerings and multidisciplinary approach for addressing the business, operating model, FinOps, people and cultural dimensions of transformation. Its reach extended far beyond the engagements Amanda or her team supported directly. The methods, delivery portfolio and enablement were used across the global Professional Services organization, made available to customers, and incorporated into work delivered with partners.
That breadth made the recurring patterns hard to miss. Different industries, technologies and transformation agendas repeatedly surfaced many of the same challenges around organizational boundaries, leadership, incentives, culture, capability and integration.
Across her career, Amanda has also led transformation from inside organizations, where the challenge is not only determining what should change, but aligning the people, decisions, capabilities and operating conditions required to make that change produce value.
Seeing transformation from multiple vantage points reinforced the same conclusion: organizations rarely struggle because they need another framework, technology or project plan. They struggle when the desired outcome depends on parts of the organization moving together that were never designed, incentivized or governed to do so.
Rumbl was created to build a different model around that reality.
WHAT WE ARE BUILDING
A model where the value created strengthens everyone who contributes to it.
Rumbl is building more than a transformation methodology and more than a way to assemble talent.
For companies, the goal is access to experienced people, a more complete view of what transformation requires, and a model designed around the business result rather than the boundaries of an initiative.
For professionals, it is an opportunity to put experience and judgment toward consequential problems, retain more agency over how they contribute, and build a reputation around the outcomes they help create.
weRumbl connects the two. It helps Rumbl understand the desired outcome, the capabilities and organizational conditions required to produce it, the experience available inside and outside the company, and the evidence generated through delivery.
Over time, those signals form a growing body of transformation intelligence. The diagnostic gets sharper. The methodology evolves. We get better at understanding which capabilities belong together, where risk is likely to surface, which conditions matter most, and which combinations of people and approaches produce results in different environments.
The value created should strengthen everyone who contributes to it: the customer achieves the outcome, the people who made it possible build evidence and reputation, and Rumbl carries what was learned forward so the next transformation starts with more knowledge than the last.
START HERE
Let’s Rumbl.
For companies
Have something consequential you’re trying to change, solve or achieve?
Talk with Rumbl →For professionals
Ready to help us build a different model for enterprise transformation?
For experienced professionals →