The team you can trust.
The people on this page are the people on your program. Erin owns the behavioural side, Paul owns delivery, and both have done it at a scale.
We are excellent at one thing.
Calibr8 is the narrow, deep specialist in technology adoption and enablement. We are not a broad organisational change practice and we do not try to be. We get your people ready to work the new way, role by role, and give you the evidence that they are.
Where you already have a change team, we feed into it with technology depth they do not have. Where you do not, we are the people stream.
The discipline behind the work is behavioural, not administrative. It is not about making people feel better about change. It is about what makes them work differently. People do not adopt a technology because it exists. They adopt it when it helps them do their job better.
Go-live is when value can start, not when it is delivered. We make sure your people are ready to deliver it.
ServiceNow and related enterprise technologies. Depth over breadth.
ServiceNow Authorised Training Partner, Consulting and Implementation Partner, and trusted and preferred delivery partner in APAC.
Mining, banking, national infrastructure, federal government and more. Two decades of experience across every sector.
Readiness, role impact, enablement and adoption measurement.
Erin Pfeiffer.
Erin studied psychology to understand what motivates people and how they think, then did an executive MBA to understand how businesses make decisions and how their functions fit together. That combination is the whole point. The people side of technology change only works when you can speak to the human and the business outcome at the same time.
She is not interested in whether a rollout makes people feel warm and comfortable. She cares whether it makes them effective. People do their best work when they feel productive and capable in the new system, so that is what she builds toward, role by role, with evidence rather than assurances.
She is also the reason we have a position on AI. Companies are putting agents into the flow of people's work and assuming adoption takes care of itself. It does not. AI adoption is failing because people do not trust the agent, and that is a human problem before it is a technical one. It is the same problem she has always worked on. You are just calling it AI now.
Paul Harrison.
Paul has spent his career in learning and development. Large organisations, tens of thousands of users, multiple countries, languages and cultures inside a single rollout.
That shapes how he works. When you have solved it at that level of complexity you can see the patterns coming, and you know which few things actually drive the outcome and which are just noise on a change plan.
What he sees over and over is the people side treated as an afterthought. A line item at kickoff, an assumption that training will sort itself out, and then it gets real in the weeks before go-live, when the system is in people's hands and it is too late to do it properly. By then you have workarounds, unused features, and a business quietly reverting to the old way.
His focus is the delivery end. Planning the people side early, building it into the program properly, and carrying it through go-live and the critical weeks that follow. No fluff.
Is the people side of your technology implementation at risk?
Nine questions, four minutes. You get a scored read on where your program stands, the gaps ranked by urgency, and the phase gate each one will surface at. Before go-live or after it. Then talk to us about what it means.