Coaching
Some decisions need an honest second mind.
I sit with founders and leaders when the facts are incomplete, the room is divided, or the obvious answer no longer feels right. The work may involve AI, growth, governance, or a team that has stopped moving.
Usually, something is already in motion.
Common situations
- You are moving on AI, but the organisation is not moving with you.
- You need better decisions, not more meetings.
- You want to scale responsibly without losing trust or momentum.
You may already have a strategy, a vendor, a pilot, or a direction the team has publicly supported.
I will not validate a decision simply because it is already expensive. I will help you see what the organisation may be avoiding and what the evidence actually supports.
We look at the decision and the people around it.
What are you treating as fixed?
Budget, timing, reputation, and earlier promises can make an assumption look like a fact.
Who carries the consequence?
The person approving an AI decision is not always the person who has to explain its failure.
What would change your mind?
If the answer is nothing, the work is no longer about strategy. Naming that can unlock the room.
A session, an ongoing rhythm, or the whole room.
We decide the format after hearing the situation. You do not need to diagnose the engagement before we speak.
Strategic Sparring
90-minute session, one-time
Bring the decision as it is, including the parts that do not fit neatly into a deck. We slow it down, test the assumptions, and identify what needs to happen next.
Rates shared after discovery call
Advisory Retainer
4 sessions per month, ongoing
For a period in which decisions keep arriving faster than there is room to think. We keep the thread across sessions and revisit choices when reality changes.
Rates shared after discovery call
Team Workshop
Half-day or full-day, customised
For a leadership team that is circling the same issue from different positions. The work is to make the disagreement visible and decide what follows.
Rates shared after discovery call
Start with the part that is difficult to say internally.
A short note is enough. Tell me what is happening and why it matters now.
Share your context
Write down the decision, the tension around it, and what has already been tried.
Fit conversation
We use a short call to see whether my experience fits the problem and whether the conversation is candid enough to be useful.
Agree the work
One session may be enough. If the situation needs continuity or the wider team, we set a rhythm that makes sense.
Return to the decision
The aim is not a perfect framework. It is a clearer call, with the consequences and next move understood.