This chapter discusses now Mary, who was new to consulting, found that translating her conclusions on the situation in the agile studio into the best message for her sponsors and then into a proper course of action was not coming easily to her. It was difficult for her to balance the degree to which she should simply take the initiative to fix the issues she saw, as she would have done in her prior leadership roles, versus providing guidance so Pacifica could fix the issues themselves, as a great temporary consultant should. Mary had learned from an early mentor that the best way to start a critique was to start with what is going well. She also learned that as the people and team improve and learn new ways of interacting, we need to ensure that we have a good technology architecture aligned with business processes, a great plan, and a team and governance structure that will support our work.