Project-based, three months maximum, with explicit decision points if anything would extend beyond that.
No retainers by default.
No scope creep by design.
For leadership teams stuck on a hard question, or about to commit to something they’re not sure about.
Two to six weeks of focused listening across leadership and the people closest to the work, ending in a written reframe of what’s actually going on and a recommended path forward. Most stuck decisions aren’t stuck because the answer is hard. They’re stuck because the question is wrong, or because the people who’d know the right question haven’t been asked. Reframe brings both back into the room. You leave with a clearer question, a sharper read on what’s underneath it, and a sequenced path you can act on.
A focused listening engagement ending in a written reframe and a recommended path forward.
The cost of acting on the wrong question for another year is higher than the cost of pausing to reframe it.
For organizations at an inflection point, with too much on the table and not enough clarity on what matters most.
Eight to twelve weeks of deep listening, cultural read, and strategic recommendation, for organizations facing a major decision, a redirection, a leadership transition, or the harder question of what to deepen, redirect, and release. Strategy work is mostly editing, not generating. The hard part isn’t finding good ideas, it’s deciding which ones the organization actually has the people and energy to carry, and being honest about what gets cut to make room. Focus brings that honesty. You leave with a clear recommendation grounded in what the organization actually believes and can carry, reasoning that holds up when the room gets hard, and a clear answer to what the organization needs to stop doing so the things that matter can get the room they need.
A full strategic recommendation grounded in what the organization actually believes and can carry.
Every quarter spent on priorities that won’t move the organization is a quarter you can’t get back.
For organizations going through a real shift, where the new direction is set but the culture hasn’t caught up yet.
Six to fourteen weeks of identifying what an organization needs to start, stop, and decide for a new direction to actually take root in how people work. Strategy decisions rarely fail because the strategy was wrong. They fail because the culture kept operating the old way, and no one named the specific changes that would have to happen for the new direction to feel real inside the organization. Movement names those changes. You leave with a clear read on the people already carrying the new direction quietly and how to give them more room, the decisions leadership needs to make to put the culture on a different path, and the early moves that signal the shift is real to everyone watching.
A clear plan for what to start, stop, and decide so a new direction takes root.
A strategy that doesn’t take root is a strategy you’ll pay to redo.
For leaders who need senior strategic thinking at a steady cadence, without bringing on a full-time hire.
A three-month relationship, renewable by mutual decision, built around the kind of thinking leaders rarely have time for and rarely have the right person for. Not interim leadership, not operational support, not coaching. Counsel is the strategist you call when a decision is hard, when a situation is unclear, when you need someone who can listen carefully to what’s actually going on and help you see it differently. The cadence is steady—usually a recurring conversation each week or two, plus access in between—and the scope flexes with what the work in front of you actually needs. You leave each conversation with a sharper read on what you’re facing, and at the end of three months, a deliberate choice about whether to continue.
A renewable three-month relationship for senior strategic thinking, one conversation at a time.
A single avoided decision-mistake at the leadership level often pays for a year of the relationship.