Approach

Three kinds of work, each for a different kind of moment.

I work with one or two executive teams at a time. Engagements run six weeks to six months, depending on the scope. The shape of the work depends on what the team actually needs.

01

Strategy and growth planning

When the plan needs to be built, sharpened, or replaced.

A multi-year strategic plan should hold up under scrutiny and translate into clear choices. Whether the work is writing one for the first time, building a growth thesis for a new market, or rebuilding one that has quietly lost its grip on the business, the discipline is the same. Identify the thesis that holds. Pressure-test the assumptions underneath it. Frame the choices that need making. Design the governance and operating cadence that keeps the plan alive after the offsite.

I partner with you across the full range of this work: building or rebuilding multi-year strategic plans, developing growth strategy in new markets or adjacencies, sharpening positioning and resource allocation, and supporting leadership teams through Board and investor narrative work.

Recent

Designed and facilitated a Board-level strategy series for a regional health insurer. Produced a unified multi-year roadmap and the operating governance to execute it. The organization measured a 21% efficiency improvement in the first year.

Call when
  • A growth thesis needs to be built, pressure-tested, and committed to.
  • A multi-year strategic plan is being written for the first time, or rewritten after a market shift.
  • Annual planning has lost its rigor and become a calendar exercise.
  • The leadership team cannot agree on the top three priorities.
  • The Board is asking harder questions than the existing plan can answer.
02

Operating model design

When something in the business has quietly stopped working.

A growing company collects operating systems the way a desk collects paper. At some point, the rhythms that used to work no longer match the size or the speed of the business. The fix is rarely more meetings. It is usually fewer, better designed, with sharper accountability.

I partner with you to find where the operating model has fallen out of step with the business, redesign the cadences that need to do the load-bearing work, and rebuild the accountability that has eroded over time. Typical engagements include redesigning QBR and operating cadence, rebuilding OKR and KPI infrastructure, and building the cross-functional decision forums a leadership team needs at its current scale.

Recent

Overhauled the QBR and operating rhythm at a high-growth healthcare company. Replaced ad hoc reviews with a metrics-driven cross-functional cadence and a clearer accountability structure. The organization measured a 19% gain in operational efficiency within two quarters.

Call when
  • Priorities multiply instead of focus over the course of a year.
  • QBRs have quietly become status updates, not decision forums.
  • Teams are executing hard but not against the same plan.
  • A new operating model is needed for the company you are becoming, not the one you were.
03

Workshop experience

When your team needs to make a decision and the usual meeting won't get you there.

Some moments need a different room. An offsite that has to produce decisions, not slides. A leadership team that has been talking past each other. A cross-functional decision that crosses three teams and has been waiting six weeks for somebody to own it. These need design, not improvisation.

I partner with you upfront to design a high-impact experience, manage day-of logistics, facilitate the session, and bring it all together after the meeting into an actionable plan. Typical engagements include annual planning offsites, leadership alignment sessions at strategic inflection points, OKR-setting workshops, and cross-functional decision workshops on a single hard question.

Recent

Facilitated a series of Board-level strategy workshops that produced a unified multi-year growth roadmap and the governance structure to carry it forward. The series replaced three quarters of stalled internal debate with a single set of decisions the team owned.

Call when
  • An offsite needs to produce decisions, not slides.
  • A leadership team has been talking past each other on the same topic for two quarters.
  • A decision crosses three functions and nobody owns it yet.
  • OKRs have become a quarterly compliance exercise instead of a planning tool.
What working with me looks like

A few things worth saying upfront.

  • Engagements are six weeks to six months.Anything shorter is usually a workshop. Anything longer probably belongs in a hire, not a consultant.
  • I work with one or two clients at a time.The work is too dependent on context for parallel projects. If we are working together, you have my real attention.
  • I say no when the problem is something else.Sometimes the answer is a coach, sometimes it is an interim VP, sometimes the strategy is fine and the leadership team is the issue. I will tell you what I see.
  • I do not deliver just decks.I deliver decisions, the operating infrastructure to keep making them, and a team that can run the next cycle without me.

If you have a problem that fits one of these shapes, reach out.