For founders, executives & boards
Big-firm consulting. Inverted.
Senior judgment. Faster answers. A path your team can carry forward without us.
Start a conversationOur work
A new market. A business that’s stopped growing. A leadership team pulling in different directions. An AI investment nobody has made the case for.
Is the opportunity worth pursuing?
Before a launch, partnership, or expansion, we examine the customer need, competitive alternatives, economics, and ability to deliver. We challenge the case for proceeding and identify what needs to be true for it to work.
Typical work Market and customer research, partner assessment, business-model review, and a recommendation to proceed, test, or stop—with the assumptions made explicit.
Discuss your situationWhat’s keeping the business from growing?
When an offer is hard to explain or sales depend on the founder, we examine the audience, proposition, pricing, and route to market. We help leadership choose which customers to pursue and give the business a clearer commercial story.
Typical work Customer and offer priorities, pricing options, positioning, and a pitch that holds up with customers, partners, or the board.
Discuss your situationWhat has to change inside the organization?
Growth, a new leader, or a change in direction can expose unclear ownership and competing priorities. We work through where decisions sit, what leaders are accountable for, and whether the people and resources match the plan.
Typical work Leadership working sessions, clearer decision rights, an operating-model review, and a transition plan with priorities, owners, and milestones.
Discuss your situationWhere does AI earn its place?
We assess specific uses of AI against the cost, quality, and time involved in doing the work today. That can mean testing research or proposal workflows, evaluating a vendor, or considering how AI changes an existing offer.
Typical work A shortlist of worthwhile uses, a build-or-buy assessment, and a pilot with a baseline, review responsibilities, and a decision on whether to expand it.
Discuss your situationHow we work
We use AI to compress weeks of research, document review, and analysis into days. Partners check the sources, test the assumptions, and spend their time on judgment: what the evidence means and what you should do.
There’s no analyst pyramid. Every client hour is partner time. A small senior team moves faster. With no analyst pyramid to fund, the cost is a fraction of a traditional large-firm engagement.
You receive the evidence, working tools, and decision logic—not just the presentation. Your team can use and update the work without keeping us on retainer.
Working together
The engagement ends with your independence.
We work alongside the people who will own the decision and run the plan. They leave with the reasoning, reusable tools, and a clear next move. A long engagement is not the business model.
[DRAFT OFFER — CONFIRM SCOPE & TIMING]
One consequential question. Partner interviews, a review of the evidence, and a working session with leadership. You get a decision memo with options, a recommendation, assumptions to test, and a 90-day action plan.
[DRAFT OFFER — CONFIRM SCOPE & TIMING]
Put the decision to work with the team that will carry it forward. We develop and test the approach together—an operating plan, a market launch, or an AI pilot. You get the working tools, documented methods, team training, and named owners. We close with a handover and an agreed exit.
Engagement sketches
[PLACEHOLDERS — NOT CLIENT CASE STUDIES]
Illustrative briefs only. Replace with verified, permission-cleared engagements before presenting these as proof.
[SKETCH PLACEHOLDER — ADD REAL ENGAGEMENT]
A Series B board is deadlocked on entering a second market. The brief: test demand, economics, and delivery capacity; give the board a decision memo and the management team a model it can keep updating.
[SKETCH PLACEHOLDER — ADD REAL ENGAGEMENT]
A leadership team has competing vendor proposals and no agreed priority. The brief: select one workflow, establish cost and quality baselines, and run a pilot that the internal team can own.
[SKETCH PLACEHOLDER — ADD REAL ENGAGEMENT]
A growing business routes pricing, hiring, and customer decisions through its founder. The brief: clarify decision rights, test new responsibilities, and leave a team equipped to run the business.
Experience founding and operating businesses, serving on corporate and advisory boards, and investing across technology, communications, entertainment, publishing, real estate, and hospitality.
That connects the market opportunity to the operating realities, the investment case, and the story leadership needs to tell. Hands-on understanding of AI adds a current view of what organizations can put to work.
Contact
What decision are you facing? What’s at stake, and when does it need to be made?
[EMAIL PLACEHOLDER — NOT MONITORED]
[YOUR EMAIL HERE] ↗Replace with the SIDEWAYS address before using this contact path.