How I work
How I work with leadership teams
I design and run meetings around the decision your team needs to make. We work toward a clear answer and next steps people own.
Four kinds of situations bring leaders to me. Pick the one that sounds like yours.
Leadership Pathfinder
Leadership team meetings
Build the team that can disagree, decide and follow through.
Some teams have every skill they need and still stall. Trust is thin, conflict goes underground, and decisions get reopened.
I work with your senior team on how you work together. We look at trust, how you handle disagreement and who owns what. Then we agree on your priorities, together, in one room.
What you leave with
A team that says what it thinks in the meeting, not after it
Clear ownership of shared goals
Priorities everyone signed up to
Decision Pathfinder
High-stakes decision meetings
Meetings designed around the decision, not the agenda.
Strategy offsites, board preparation, critical decision sessions. I design the meeting around the question you have to answer, and I run it.
The room works visually. Different views become visible early, so you can settle them in the session.
What you leave with
Decisions with named owners
A shared picture of the direction
Next steps people still own after the meeting
Partnership Pathfinder
Customer and partner sessions
Work out the next step together with the customers and partners who matter most.
Executive roundtables, partner strategy sessions, joint innovation workshops, and assessments of a possible collaboration with a partner or customer.
I design and facilitate them as a dialogue, not a presentation. Both sides say what they need, and you leave with shared priorities.
What you leave with
A clear picture of what your customers and partners need
Joint priorities and next steps
Relationships that go beyond the next deal
Partnership Pathfinder
Customer advisory boards
Hear what your most important customers need and agree on shared priorities.
I design, prepare, facilitate and visualize customer advisory boards.
Your customers do the talking. You hear what they need from you, in their words, and they see that you listened.
What you leave with
Honest feedback from the customers who matter most
Priorities you and your customers agree on
Stronger relationships with your customers
Why this works
Visible thinking
I draw the discussion on large walls as it happens. People argue with what they see, and vague objections turn into specific choices.
People support what they help build
Your team builds the answer together. Ownership is part of the process, not a request at the end.
Proven in the room
100+ strategy engagements with leadership teams, many from Fortune 500 companies, in 36 industries on five continents.
Not sure which one fits?
Tell me about the decision in front of you. We will work out the right format together.