Taking two new engagements this quarter
In person or remote
Independent advisor to founder-led companies of 20 to 200 people, when growth, operations or direction stalls.
What feels most stuck?
Start here
01
Growth & positioning
→
02
Operations & execution
→
03
Strategy & direction
→
(01) The approach
Most companies don’t have a growth problem.
They have a naming problem.
Something is off, nobody can say exactly what,
and the money goes into fixing the symptom.
I spend the first two weeks finding the one constraint that matters. Everything after that is easier to decide, and cheaper to do.
(02) Start here
Step 1 of 3
What feels most stuck right now?
(03) How an engagement runs
Six weeks. Four documents your team can act on without me in the room.
A typical Strategy Engagement. Sprints and retainers use the same documents, at a different pace.
01
Weeks 01–02
Interview notes
Conversations with leadership, a sample of customers and the people closest to the work, plus whatever numbers already exist. The raw material.
02
Week 03
Findings memo
What’s actually going on, in plain language, ranked by how much it matters. You read it before anyone else does.
03
Weeks 04–05
Decision paper
Two or three real options, what each one costs and risks, and the one I would choose in your position.
04
Week 06
90-day plan
Owners, dates and the first three moves, so the decision still holds on the following Monday.
(04) Engagements
Three ways to work together.
(05) Selected work
What was decided, and why.
All work →
(06) Who you’ll work with
You work with me. No junior team behind the pitch.
Before advising, I ran operations and strategy inside growing companies, so I've sat on your side of the table when a consultant's deck landed and nothing changed. I take a small number of clients at a time and do the work myself.
Written down
Findings arrive as documents you can forward, not slides that need me to explain them.
Fixed scope
You know the length, the price and the output before we start. No open-ended retainers by default.
Done when you can act
An engagement ends with owners and dates, so the work carries on after I leave.
More about how I work →
(07) Fit
Good fit, and not a fit.
Saying this early saves us both a call. If you're in the right-hand column, I'll suggest someone better suited.
A good fit
Founder-led, roughly 20 to 200 people
A real problem or decision on the table now
A leader who can make the call once the evidence is in
Open to hearing an uncomfortable answer
Not a fit
You need people to execute more than advice on what to do
The decision is already made and needs a rubber stamp
You want a large team on site for months
It's very early, before there's a business to diagnose
(08) Thinking
Notes on the problems I see most.
All notes →
