About Align360
Align360's Mission
At Align360, our mission is to elevate business performance through disciplined workforce execution — aligning strategy, leadership, and execution to deliver tangible financial impact. Through organizational complexity, transformation, and growth, we bring clarity, accountability, and focus—continuously pushing the business to perform at its best.
Align360's Approach
We partner directly with leadership to strengthen accountability, accelerate decision-making, and drive execution across the organization. Our work is grounded in people, informed by data, and anchored in financial and operational realities.
The result: stronger leadership, faster execution, and measurable business impact.
Alicia Catatao, Align360's Founder
A business partner and operator with 17 years of experience driving execution & organizational transformations through growth and restructuring — including hypergrowth, M&A, and Chapter 11 environments.
An industry-agnostic operator with a track record across founder-led, family-owned, and institutional businesses spanning engineering, manufacturing, BPO, construction, cannabis, and crypto data mining.
Alicia brings a rare combination of business strategy, operational execution, and commercial discipline — earned inside businesses. Known for a direct, no-BS approach, she is built for environments where execution matters and the margin for error is low.
Based in Fort Lauderdale, Alicia values authenticity, meaningful relationships, and a life well-lived outside of work — bringing the same clarity, energy, and grounded perspective into the businesses she supports.
The Execution Gap
My Story
My role has always sat in HR—but I’ve never operated like a traditional HR leader.
Throughout my career, I consistently heard the same feedback from business partners and executives:
“You’re not typical HR.”
In every organization I joined, I stepped beyond the traditional boundaries of HR. I wasn’t just advising—I was driving decisions, aligning teams, and staying embedded to ensure the work actually got done. And candidly, that didn’t always fit well within the perimeter of HR.
But I’ve always operated as a disruptor—I pushed past the limits of the function because that’s where I was most impactful.
What I’ve actually enjoyed about HR is that it sits at the center of the business—it touches everything. But the function itself is often limited to designing frameworks, supporting leaders, and ensuring compliance—before handing execution off to management.
And that’s typically where breakdowns happen.
Being in HR, I had a front-row seat to how those decisions actually played out—under pressure, with competing priorities, and real consequences.
Over time, it became clear: it’s not just what decisions are made that determine outcomes—it’s HOW they’re executed. And that’s not the difference between a plan going well or poorly—it’s the difference between value being created or loss, high performance or mediocrity, and/or a healthy or dysfunctional workplace.
So I didn’t hand it off. I stayed in it—working alongside leadership to ensure workforce decisions were implemented, aligned, and delivered. The results were clear: the closer I stayed to execution, the greater the impact.
What I realized is that I had been operating in a different lane entirely.
Not just in how I executed—but in how I led.
I mastered the ability to drive results while preserving the employee experience—prioritizing "the how" without compromising "the what:. It’s a balance I’ve consistently seen both operators and HR leaders miss.
That is my differentiator.
And ultimately, it is the foundation for this advisory practice.