After ignoring repeated “people” red flag warnings, executives acknowledged they had botched a critical, highly-visible internal merger and permitted me to do my interventions. The results were extraordinary. Once local employees started working together, they devised effective ways to improve profits, and did so within three months. When functional Directors and VPs came from the Area and Home Offices, they all noted the change in how well people worked together. One senior VP made sure to tell his peers in Home Office that “something sure happened there.”