Start with a strategic conversation
Who should reach out
I work with senior leaders in corporate strategy, innovation, and strategic risk when the challenge is not a lack of quality analysis but a lack of clarity about how to think, and therefore, what to do.
If you are facing a high-stakes decision under uncertainty, or if your leadership team is struggling to align because the underlying frame is contested, I am happy to explore whether a conversation would be useful.
When to reach out
Consider reaching out if you are:
- Preparing for a consequential decision - investment, pivot, restructuring, entry or exit, posture shift - where the uncertainties are structural, not incidental
- Seeing conflicting signals and competing narratives inside the organization with no shared standard for what would constitute decisive evidence
- Experiencing concern that your team is optimizing within a framework that no longer fits the environment
- Seeking a disciplined way to stress test assumptions and second-order effects before resources are committed
To make our first exchange productive
When emailing me, please briefly address these three questions to sharpen the conversation considerably:
1.
What decision is at stake?
What must be decided, by whom, and by when?
2.
What is uncertain or contested?
Where do thoughtful people disagree, or where are the assumptions fragile?
3.
What would clarity change?
What action, allocation, or commitment would shift in the next 30-90 days if the frame were better?
You are welcome to attach a short memo or framing document if it reflects how the problem is currently being defined.
I work with a limited number of leaders and organizations each year. I respond promptly, and will let you know quickly whether I believe I can help.
Confidentiality
Many of the situations that matter most are sensitive. I treat all inquiries and engagements with appropriate discretion.