About Alanna Howard

Alanna Howard is the President of Garrison Consulting Group and a trusted advisor to senior leaders navigating high‑stakes change.

She works with CEOs, COOs, and operational leaders who are responsible for results and feel the pressure of leadership transitions, team misalignment, or succession risk. Her role is to bring clarity when decisions are heavy, strengthen leadership behaviors when they matter most, and help organizations move forward with confidence instead of hesitation.

Alanna’s background includes leading complex change initiatives and digital transformations where success depended as much on people and leadership as it did on strategy. Over time, her work evolved from building systems to strengthening the leadership and organizational dynamics required to sustain them.

Today, her work sits at the intersection of:

• Leadership in transition — helping leaders step into new roles or guide organizations through change without losing momentum

• Team and organizational alignment — diagnosing why teams struggle to execute and aligning roles, capabilities, and accountability

• Succession and continuity — making leadership risk visible and building depth before disruption occurs

As an executive and team coach, Alanna serves as a confidential sounding board and strategic thought partner. Leaders rely on her not for generic advice, but for clear perspective, grounded judgment, and objective challenger to the status quo and a supporter that translates insight into real behavior change.

Alanna is a certified talent analyst and licensed provider with TTI Success Insights, using assessment tools thoughtfully to inform—not replace—leadership judgment. Her approach blends strategic clarity with human‑centered coaching, ensuring change is both practical and sustainable.

Clients describe her as a steady presence during moments that matter - someone who can hold complexity, ask the right questions, and help leaders make decisions they can stand behind.

Why I do this work

Over the course of my career, I’ve seen how often organizations struggle not because of a lack of strategy, but because leadership and team dynamics don’t keep pace with the change happening around them.

I’ve worked inside organizations where the pressure was real—new systems, new expectations, shifting roles—and I learned firsthand that progress stalls when leaders are left to navigate complexity alone. The work that consistently mattered most wasn’t the plan on paper; it was how leaders made decisions, how teams aligned around them, and how people showed up when the stakes were high.

That’s why my work today focuses on leaders in moments of transition and change. I’m motivated by helping people see clearly, make grounded decisions, and lead in ways that create trust and momentum—not just short‑term fixes.

I do this work because leadership matters most when things are uncertain. And because organizations