This study explores the strategic transformation of PT XYZ following the termination of its long-standing affiliation with a global consulting partner. The separation in 2023 represented a major organizational shift, presenting both a challenge to reestablish credibility and an opportunity to redefine its identity in Indonesia's competitive human capital consulting industry. The study seeks to address three central questions: (1) What is PT XYZ's current strategic positioning post-affiliation? (2) What strategic initiatives should be prioritized to strengthen its competitiveness and growth? (3) How ready is the organization to execute these strategies, and what change management approach is required? The analysis integrates several strategic frameworks, including SWOT, TOWS, QSPM, McKinsey's 7S (hard elements), and Kotter's 8-Step Change Model, based on qualitative data from internal interviews and documents. The findings reveal gaps in market positioning, internal systems, innovation capabilities, and execution alignment. Five strategic initiatives are proposed to address these gaps and guide the company's next phase of growth. The study offers significant managerial implications, emphasizing the need for a more cohesive innovation approach, capability development, and structured change execution. Industry-wide, the experience of PT XYZ provides insight into the complexity of post-affiliation repositioning, particularly in the context of rising technological disruption and evolving client demands. While the study provides a focused, practical roadmap, its conclusions are bounded by the single-company scope and the absence of financial analysis. Future research could further strengthen and generalize these findings through broader and more data-driven approaches.