Runs our Align & Enable engagements. Fifteen-plus years of enterprise transformation in complex, regulated organizations, spent finding the constraint, redesigning the operating model around it, and building the leadership habits that make the change stick after we leave.
Off the clock, he cooks and collects unnecessarily complicated board games, because leisure is no excuse for insufficient complexity.
The background.
McCaul has spent more than fifteen years leading enterprise transformation where the org chart has more layers than the software: Fortune 50 companies, tech firms, financial institutions, and the public sector.
At Excella, that meant federal systems modernization at USCIS; at NPR, product delivery. Later, during five years at Scrum Inc., he led transformation programs across technology, finance, and operations, working with Dr. Jeff Sutherland on transformation strategy and the Scrum@Scale curriculum. Results included a services organization that cut time-to-market by 63% and a 150-team financial-services organization that increased throughput 165%, both in less than a year.
As co-founder at CAVU, his work shifted from running transformations to diagnosing why organizations struggled to turn strategy into results: overloaded portfolios, slow decisions, hidden queues, and operating models that made changes difficult to sustain. He brought that practice, and its clients, to Sigao in 2024.
Today McCaul leads Organizational Transformation at Sigao, helping executives redesign how decisions get made, priorities get set, and work flows, increasingly including what must change for AI to produce business results.
That experience left him with a view he repeats often: most of what gets called a technology problem is an operating-model problem wearing a tech hat. He has watched organizations make the same mistake with Agile, Lean, digital transformation, and now AI: bolt powerful new capability onto a system nobody redesigned to use it.
So his work starts with the system: where work piles up, where decisions get stuck, what leadership is really optimizing for, and what needs to change to deliver results for the business.
McCaul is also co-founder of Rhythmic, an AI-powered decision-support platform focused on operational bottlenecks and predictable ROI.
The technology changes. The leadership problem keeps repeating. His work is making sure organizations solve for the latter before spending heavily on the former.
How McCaul runs the work.
- i.“Do more with AI” is not a strategy.Neither was “do more with Agile.” If we speed up the wrong part of the system we get bigger queues, more rework, and a very confident dashboard. So before anybody buys anything, we find the constraint and aim there.
- ii.The system is the client, not the framework.I have taught the frameworks, helped shape their evolution, and watched them fail beautifully in organizations that adopted the vocabulary and kept their original operating model. We change how decisions get made and how work flows, and we use whatever method fits.
- iii.Say it in the executive’s four words.Time, cost, risk, revenue. If a recommendation can’t be stated in those terms, it isn’t ready for the room, and I won’t take it in.
- iv.It only counts if it survives us.An engagement that needs us in the building to keep working is a subscription, not a transformation. We leave behind leaders who can run the diagnosis themselves and the habits that keep them honest.
In McCaul’s own words.
5 posts
All insights
- Stop ranking tech debt by annoyance. Score it like a portfolio.Modernization · 6 min read
- Why your legacy stack is the real blocker to AI leverageOperating model · 5 min read
- Why relationships drive results in agentic deliveryValues · 4 min read
- Transparency builds trust, including the hard partsValues · 4 min read
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