PivotIQ · Six workforce conditions · Six conditions. Six sessions.

Know the condition before you choose the intervention.

Start with the free PivotIQ Baseline. See the workforce condition that looks strongest and the one applying the most pressure. Then decide whether a live session—or a deeper organizational read—is actually warranted.

Take the free PivotIQ Baseline See the six sessions

Already know the problem and the date? Talk through the session.

Already know what you are hearing?

“Our people are exhausted”Burnout, depletion, workload, running on fumes “Our managers aren't landing”Leadership, accountability, feedback, difficult conversations “We're losing good people”Turnover, flight risk, disengagement, people checking out

Measured outcomes, not testimonials

Read the case studies →

45%

less reported burnout

Johnson & Johnson

22%

lower staff turnover

Cleveland Metro Schools

89%

rated it highly effective

Head Start

4.9/5

average session rating

CUNY

Proof

What it looked like when it worked.

Four organizations, named, with the numbers they reported afterwards. We would rather show you than promise you.

All case studies →

a large urban school district

Cleveland Metropolitan School District

What was happening: Teacher retention was the lowest anyone there could remember, and educator burnout had reached the point where the district was describing it as a crisis rather than a trend.
What they did differently: Rather than asking staff to be more resilient, the district worked on what was depleting them — and put two hundred educators and their administrators through what to do when they saw it happening.
What changed: Staff turnover came down 22%, and 67% of educators reported better coping. Across one school year.

a Fortune 500 healthcare manufacturer

Johnson & Johnson

What was happening: Stress on frontline teams across several business units was high enough to show up in two places at once: people were absent more often, and more of them were leaving.
What they did differently: Five hundred employees went through work on how depletion actually builds, what it does to judgement, and what recovery looks like when it is built into the week rather than saved for after the crisis.
What changed: Reported burnout fell 45%, engagement scores rose 32%, and absenteeism dropped 28%. The absenteeism change inside 90 days.

an early-childhood organisation working with at-risk families

Head Start

What was happening: Staff were carrying secondary trauma from the families they served. It had spread widely enough to be described as compassion fatigue across the organisation rather than something happening to a few individuals.
What they did differently: The work named what secondary trauma does, where the boundary actually sits in a caring profession, and what sustainable practice looks like for people who cannot simply care less.
What changed: 89% rated it highly effective, team communication scores improved measurably, and staff reported feeling more equipped for high-stress situations. Across the workshop series.

a large public university system

City University of New York

What was happening: Faculty and administrative staff were managing very large student populations with resources that had not grown to match. The pressure was structural, and nobody expected the resources to arrive.
What they did differently: A keynote and follow-up series on how people actually make decisions under sustained load, and where recovery has to be built in when the load itself is not going to change.
What changed: 4.9 out of 5 average session rating, department-wide adoption of the practices, and more cross-department work on it afterwards. Keynote plus follow-up series.

Trusted by organizations nationwide

Española Public Schools

Clark County Schools

Northwest Arctic Schools

CH–UH City Schools

Española Public Schools

Clark County Schools

Northwest Arctic Schools

CH–UH City Schools

To the ones who stayed.

Who covered the class when there was no sub. Who ran the shift short and never mentioned it. Who got promoted into managing people three weeks after doing the job themselves, and were handed a login and told good luck.

You have been offered a pizza party. A wellness week. A poster with a hotline on it.

You did not need a poster. You needed somebody to fix the thing that made you need the poster.

We find out what your people are actually carrying, we say it plainly, and we equip the person closest to them to do something about it.

If nothing is different by Monday, we failed. That is the whole standard.

What we are against

Wellness theatre

What an organization buys so it can say it acted.

The pizza party.
The wellness week.
The poster with a hotline on it.
The kickoff day that is a schedule and a slideshow, forgotten by lunch.

None of those things are bad. A hotline has saved people. What is bad is buying one instead of changing the thing that made it necessary, and calling that a response.

We are not here to help an organization feel like it acted.

The six PivotIQ domains

One model from assessment to intervention.

The same six conditions name what PivotIQ measures, what the CRM recommends, what the buyer sees in the catalog, and which live session gets delivered.

01→

PivotIQ domain

Burnout & Exhaustion Risk

When you hear

“Our people are exhausted.”

Live session: Running on Empty

K-12: Sustaining Educator Capacity

How depletion shows up in performance months before it shows up in resignations, and what a leader does at that stage.

02→

PivotIQ domain

Pressure & Stress Response

When you hear

“The pace is unsustainable.”

Live session: Performing Under Pressure

K-12: Teaching Under Pressure

How people actually make decisions under load, and how to build recovery into the week instead of after the crisis.

03→

PivotIQ domain

Engagement & Fulfillment

When you hear

“People are going through the motions.”

Live session: Still In It

K-12: Staying Connected to the Work

Why capable people quietly stop giving discretionary effort, and what actually brings it back.

04→

PivotIQ domain

Leadership & Manager Effectiveness

When you hear

“Our managers aren't landing.”

Live session: The Manager Multiplier

K-12: The Instructional Leader's Edge

The layer closest to the work decides whether everything above it lands. What that layer needs to be equipped with.

05→

PivotIQ domain

Team Safety & Cohesion

When you hear

“Nobody tells me anything.”

Live session: Safe Enough to Say It

K-12: Building a Staff That Speaks Up

Whether people raise the problem early or wait until it's expensive, and what leaders do that decides which.

06→

PivotIQ domain

Retention & Flight Risk

When you hear

“We're losing good people.”

Live session: Before They Go

K-12: Keeping Great Teachers

Flight risk is visible well before the resignation letter. Where it shows and what changes the decision.

The commercial loop

The front end gets you in the room. The walkthrough creates the relationship.

A session is not supposed to end as a one-off. The included read creates evidence; the leadership walkthrough turns that evidence into a priced next decision.

Name the condition

Start with the six PivotIQ domains: burnout, pressure, engagement, leadership, team safety, and retention.

Run the matching session

Deliver the live session built for that condition on the date already on the calendar.

Read the room

At the end, run the confidential PivotIQ Team Read across all six domains at no additional charge.

Close the next decision

10–14 days later, leadership sees the aggregate picture and gets two priced paths forward, with one recommendation and a proposed start date.

The included PivotIQ Team Read

The team read is included. The full organizational interpretation is not free consulting.

Participants complete a confidential six-domain read at the end of the session. Leadership gets the aggregate walkthrough 10–14 days later.

That conversation names the signal and the business exposure. Detailed implementation belongs in the engagement leadership chooses next.

Every session includes

The live session

A focused intervention on the domain already in front of the team.

The in-room Team Read

A confidential six-domain PivotIQ read at no additional charge.

The leadership close

A 10–14 day walkthrough with two priced doors, one recommendation, and a proposed start date.

Straightforward pricing

Price the room without a cliff or a ceiling.

The domain does not change the rate. Market and room size do. Above the final band, only the additional people are charged at the marginal seat rate.

Schools · churches · nonprofits

2-hour onsite session

Up to 50 people$3,500

51–100 people$4,750

101–200 people$6,000

Above 200+$75 per additional person

Corporate · healthcare

Half day · 3 hours onsite

Up to 30 people$7,000

31–60 people$8,500

61–100 people$10,000

Above 100+$100 per additional person

Travel and pass-through expenses are separate.

Client perspective

What leaders and participants say about Pivot.

“

I walked away with tools I can actually apply. The mix of professional expertise and relatable delivery was unmatched.

Workshop Participant

Johnson & Johnson Employee

“

Pivot's focus on mental health and resilience is exactly what our team needed. Their authenticity and actionable steps left a lasting impact.

School Principal

Cleveland Metropolitan School District

“

This was the most impactful professional development session I've ever attended.

Department Director

City University of New York

How we work

Six things we believe, and why.

Hold us to these. Each one rules something out, which is the only thing that makes a principle worth stating.

Name the condition before you name the session.
Lead with a title and you are selling a product. Lead with what is happening in their building and the session is just the answer to a question they asked.
If nothing is different by Monday, we failed.
It is the only standard a buyer can hold us to without waiting a year, and it rules out everything we do not want to be confused with.
We would rather show you than promise you.
The read is included in the session rather than sold separately, which means we hand over the evidence whether or not it flatters us.
The person closest to the work decides whether anything above it matters.
A strategy is only ever delivered by the manager in the room. Equipping that layer is the difference between a plan and a change.
We will tell you plainly if we cannot help.
Saying it early is the only thing that separates us from every pitch they have already survived — and a rep who cannot say it has nothing to trade for the truth.
Depletion is visible months before the resignation letter.
It shows up in performance first. That is the whole reason measuring is worth doing rather than reacting to exits.

Not sure which domain is driving it?

Take the free PivotIQ Baseline first.

Get a brief private read across the six domains. If you already know the issue and the date, skip straight to the session catalog.

Take the free Baseline See the six sessions

If you already know the condition, we only need

1. Which PivotIQ domain is showing up?
2. What date is already on the calendar?
3. How many people will be in the room?

Already know the problem? Put the session on the calendar.

Share the condition, the date, and the room size. Our team will confirm the matching session and rate.

Talk with Pivot Email Our Team

Tell us what is happening and what date you have:

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Now a SHRM Recertification Provider

Eligible Pivot professional-development programs offer PDCs for SHRM-CP® and SHRM-SCP® recertification. Chris Marvel, LLC dba Pivot Training & Development is recognized by SHRM to offer Professional Development Credits (PDCs) for SHRM-CP® or SHRM-SCP® recertification activities.

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To the ones who stayed.

You have been offered a pizza party. A wellness week. A poster with a hotline on it.

You did not need a poster. You needed somebody to fix the thing that made you need the poster.

We find out what your people are actually carrying, we say it plainly, and we equip the person closest to them to do something about it.

If nothing is different by Monday, we failed. That is the whole standard.

Six things we believe, and why.

Hold us to these. Each one rules something out, which is the only thing that makes a principle worth stating.

Name the condition before you name the session.

Lead with a title and you are selling a product. Lead with what is happening in their building and the session is just the answer to a question they asked.

If nothing is different by Monday, we failed.

It is the only standard a buyer can hold us to without waiting a year, and it rules out everything we do not want to be confused with.

We would rather show you than promise you.

The read is included in the session rather than sold separately, which means we hand over the evidence whether or not it flatters us.

The person closest to the work decides whether anything above it matters.

A strategy is only ever delivered by the manager in the room. Equipping that layer is the difference between a plan and a change.

We will tell you plainly if we cannot help.

Saying it early is the only thing that separates us from every pitch they have already survived — and a rep who cannot say it has nothing to trade for the truth.

Depletion is visible months before the resignation letter.

It shows up in performance first. That is the whole reason measuring is worth doing rather than reacting to exits.