A new firm, built by people who’ve done this before.
Sequoia brings together people who have delivered Workday consulting, led functional work, and owned Workday inside client organizations. We built the firm as a partnership so the people responsible for the work also have a real stake in how Sequoia operates.
Before Sequoia, Josh Walteros founded and built Altura, a Workday consulting firm that grew into a substantial practice. That experience is part of Sequoia’s foundation, alongside the consulting, functional, and in-house experience others here bring to the firm.
Our managing partners are not separated from the work they are making decisions about. They remain involved in delivery and share responsibility for how Sequoia operates, so the people shaping the firm also live with the consequences of those choices.
We had the chance to build Sequoia for how consulting works now, not inherit an operating model designed years ago. AI and modern delivery tools let us keep the firm leaner, preserve information more systematically, and reduce administrative work around client delivery. That gives us more room to invest in the people doing the work and the quality of what they deliver.
Collective experience
500+
clients
supported across our team’s careers
1,000+
Workday tenants
managed across our team’s careers
Experience our people brought with them to Sequoia.
~7 years
average Workday consulting experience across our consultants
~4
Workday functional certifications per consultant, on average
~10 years
average client-side HR experience among team members with in-house backgrounds
Some of us learned Workday by owning it in-house.
Team members with in-house backgrounds have processed payroll week after week, managed benefits functions, owned HRIS responsibilities through implementations and stabilization, and carried the day-to-day work that follows. We have owned real deadlines, inherited difficult tenants, and had to explain Workday decisions to the people accountable for the business.
That experience changes how we consult. We consider what works technically alongside what your team can realistically maintain, operate, and explain after the work is done.
We keep our people. That’s your continuity.
Consultant turnover is a hidden cost in any support relationship. When someone who knows your tenant leaves, your organization pays for the relearning. We treat retention as an operating model issue, not just a recruiting one, and design workloads, coverage, and career paths with continuity in mind.
At Altura, we saw what unusually strong consultant retention could look like in practice. Sequoia was designed with those lessons in mind, including deliberate choices about workload, support, and ownership intended to keep experienced consultants here for the long term.
How we run this firm
We optimize for the outcome, not the activity around it.
More meetings, more hours, and more elaborate solutions are not inherently better. We focus on what improves the tenant and helps your team operate it well.
We are here to solve the problem, not maximize the engagement.
We recommend the work that fits the need, even when that means fewer hours, a smaller scope, or a different kind of support.
We bill for the work, not the machinery around it.
The tools and operating practices we use to manage information, documentation, and the engagement itself are built into the service.
The work determines the size of the engagement.
We size support around what you actually need and adjust as that need changes. More capacity when the work calls for it, less when it does not.
Our managing partners stay in client delivery.
The people making firm decisions are also responsible for client outcomes, so operating choices are tested against what actually happens in delivery.
We do not grow at the expense of how we work.
Growth has to preserve the quality, continuity, and operating discipline clients experience today. If it cannot, the growth can wait.
AI empowers our people; it doesn’t replace judgment.
We treat AI as part of our operating infrastructure, not a substitute for consultant responsibility. Sequoia governs the tools and training; our consultants remain accountable for the configuration, decisions, and client relationship.
We do not make ourselves indispensable.
We document the work, share the reasoning behind it, and help your team build the knowledge to own more over time. A successful engagement can mean you eventually need less from us.
The best way to evaluate us is to talk to us.
Spend thirty minutes with someone who actually does the work. Bring a Workday problem or your questions about how Sequoia operates. We’ll tell you what we think, including when the answer is that we are not the right fit.