About Us

Our Mission

Deploy the best people, tools and solutions to enable our clients to equitably build a better and stronger future with and for others.

Value Statement

Embedded in our DNA is the philosophy of purpose and as purpose first citizens, we go beyond lead “on purpose” to lead “with purpose”.

Our Story

Maxx Impact Group was born out of a great need to break down barriers to entry, access and information and an even greater need to build bridges to better understanding, community and opportunity. Serving as a clarion call, distinct & urgent would be the message to lead others with a heart of compassion, unity and service. We strive to ensure that innovation, collaboration, and the people-factor remain at the forefront of our vision and path forward.

About the Owner

Maxine (Pryor) Harris is the President and CEO of Maxx Impact Group, a purpose driven management consulting firm. As a transformational servant leader, she is a sought-after executive who delivers innovative, strategic consulting to her clients and community. Her approach to organizational change, program development and strategic deployment provides a unique perspective for optimizing opportunities and providing uniquely tailored solutions to client challenges.

Maxine is a gifted strategist who is passionate and skilled at advising executive leadership and aiding in the development and implementation of equitable, socially responsive outcomes for clients and communities.

She is passionate and skilled at merging corporate objectives with socially responsible practices that incorporate key elements for the enhancement and advancement of an organization’s bottom line as well as for the community. She has a passion for partnering with entities that seek to build up and expand programs and initiatives that directly impact historically underutilized businesses (HUBs), underrepresented communities and individuals. Whether she’s working with Municipalities on their Ordinance, General Contractors with their small and minority business program oversight and goal attainment or a transportation agency’s Civil Rights program and initiatives, or helping a non-profit implement strategic systems that improve and advance their organizational structure, capacity and impact – she’s working for the good of all.

Maxine’s passion for people, process and philosophy of servant leadership has garnered the respect and admiration of industry, community and professionals from around the Nation. She has been recognized both locally and nationally for her work by organizations such as the Associated General Contractors of America (ACG) Way-Maker Award, the Conference of Minority Transportation Officials (COMTO) National Emerging Leader of the Year, Colorado Black Women for Political Action (CBWPA) Economic Development Award, National Council of Negro Women Salute to Black Women Award, Hensel Phelps Women’s Construction Industry Award, and Women in Construction Industry Spotlight Award/Recognition. She was also a graduate of the 2022 cohort of the distinguished Leadership Denver program.

Maxine holds an MBA from the University of Phoenix and a BA in Business Administration from Bennett College – one of only two all-female Historically Black Colleges and Universities (HBCU) in the nation. She will receive both her Master Compliance Administrator (MCA) Certification and Certificate in ESG Strategy from the Leeds School of Business at CU Boulder by Fall 2023.


Successful EDI programs require sufficient, not necessarily additional staff. Often organizations that have an internal supplier diversity program or operate in spaces where supplier diversity metrics are required tend to have resources dedicated to a successful program with tangible outcomes. For organizations that do not have an established program or dedicated staff (or organizations that fall somewhere in between) there is certainly a need to ensure that achievement of a successful program will require resources to establish, manage and maintain the program and desired outcomes. Whether those resources come in the form of direct hires, staff augmentation, consultants, the work is most effective when approached with an adequate number of dedicated and experienced personnel.
It depends. The first thing to do is examine how efficient the current process is and determine areas of opportunity for improvement, which includes assessing the roles that other, adjacent departments play. Once those areas are evaluated, then it becomes more clear whether the appropriate next step is the reallocation of existing funds or creating a budget that includes line items that have been vetted and substantiated. The objective is to not only be a good steward but to also appropriate sufficient funds that will help organizations achieve their EDI outcomes through the creation of an efficient and tailored program.

If you have staff that is currently coordinating your EDI programs, you may not need a consultant, especially long term. It is always beneficial, however, to get a fresh perspective and or feedback on your current state. If your organization doesn’t currently have in-house staff or if you are unable to consistently achieve your EDI goals and outcomes, you’ll want to consider a consultant. Whether project specific or long term, good consultants are subject matter experts that can help your organization to evaluate, develop, launch, manage and monitor your program at a more rapid pace and with more efficiencies than doing so in-house.

Becoming a more racially diverse and inclusive organization is not only the right thing to do, it is an essential business strategy with many returns on your investment. Prioritizing EDI means looking at internal and external data. What does your EEO report show? Are you hiring and/or promoting racial diversity within your organization? Does your Board of Directors, C-Suite or management reflect racial diversity and inclusion? Externally, does your organization have a corporate social responsibility initiative or a supplier diversity program? Does your outreach have the same trade and industry groups that are in heavy or exclusive rotation? Once the data is carefully and honestly assessed then new processes, new metrics and a new vision should emerge, helping you face and navigate the new found objectives.

While Good Faith Efforts have specific actionable steps and established guidelines, the requirement was not intended to stop there. Determine what else (what things can be done in place of what already has been done) and what more (what other things can be done in addition to what already has been done). Good Faith Efforts have become relative and limited in their expression/demonstration. This is especially true when the limitations, experience, barriers and other systemic issues are not taken into account. This can be a blind spot for many organizations and counterintuitive to achieving fruitful and sustained success for all involved.