About the Firm
Thirty years of enterprise program leadership. One principal. Direct accountability.
Tolson & Magruder Consulting was founded on a straightforward observation: organizations rarely fail because they lack good ideas. They fail because nobody owns the execution.
I spent three decades inside complex organizations watching that pattern repeat — strong strategy, capable people, and initiatives that still drifted because there was no governance structure holding the work accountable and no single voice giving leadership a truthful picture of what was happening.
This firm exists to be that structure and that voice.
I've led enterprise programs at a scale most consultants only advise on — $100M+ in delivered programs, 17,000 devices deployed across 250+ sites, cross-functional teams of up to 40 people, and multi-year portfolios reporting directly to C-suite leadership.
My background was built at a Pennsylvania Health System, where I spent over two decades advancing from Director of Medical Records to Enterprise Program Manager, ultimately leading the organization's most operationally complex technology program: a full-enterprise EHR implementation spanning 17 hospitals and 400+ practice sites.
When COVID-19 halted all on-site deployment in March 2020, I redesigned the entire execution model within thirty days and delivered the go-live in 90 days, with no milestone slippage and $40M+ in committed investment protected.
That experience is the foundation of how this firm operates. I don't hand you a strategy deck and leave. I build the governance, own the delivery, and stay until the outcome is real.
Senior-level delivery, always. You work directly with the principal. There is no layer of junior consultants between you and the person accountable for your outcome.
Structure before speed. We establish governance, ownership, and reporting cadence first. Programs that skip this step spend triple the time recovering later.
Risk surfaced early. We identify threats two to three milestones ahead of impact and act on them before they become issues you have to explain to your board.
Executive translation. Technical complexity gets converted into business-impact language and decision-ready recommendations. Leadership shouldn't have to interpret status reports.
Built to be left behind. Every engagement produces documented frameworks, playbooks, and governance structures your team continues to use after we're finished.