Strategy that connects the whole business.

Growth problems rarely live neatly in any one category.

Brand, sales, distribution, pricing, operations, customer behaviour, and organizational capacity all affect what happens next.

I work with founders and leadership teams top understand where the real opportunity, or constraint, sits and then build the strategy to act on it.

Sometimes that means sharpening the brand. Sometimes it’s opening a market, rethinking the commercial model, fixing the connection between sales and marketing, or deciding where not to invest.

The work starts with the business problem, not a predetermined solution.

  • Know where you belong, and why someone should choose you.

    Strong brands aren’t built from aesthetics alone. They’re build from a clear understanding of the customer, the category, the competition, and the commercial opportunity.

    I help businesses define the position they can credibly own and translate that into a brand that support growth.

    This can include: positioning and value proposition, category strategy, customer and competitive insight, portfolio architecture, brand strategy, messaging and narrative, and identity direction.

  • Find where the growth is.

    More marketing isn’t always the answer.

    Sometimes the opportunity is a different customer, channel, product, partnership, pricing model, or market. Sometimes the bigger issue is that sales, marketing, and operations are solving different problems.

    I look across the business to identify athe highest-value opportunities and help leadership teams decide where to focus their resources.

    This can include: growth strategy. commercial planning, channel strategy, pricing and offer strategy, sales and marketing alignment, partnerships, portfolio opportunities, and prioritization.

  • Getting into a market is one thing and building a business there is another.

    I’ve spent much of my career working in and around regulated and complex markets, where a good product and a launch plan aren’t enough.

    I help businesses assess where to play, how to enter, what the economics look like, and what needs to be true for the opportunity to make sense and work.

    This can include: market assessment, market entry strategy, go-to-market planning, distribution and channel strategy, launch strategy, partnerships. regulatory considerations, and expansion planning.

  • Pressure-test the opportunity before you bet everything on it.

    A compelling idea, and expansion opportunity, isn’t always the best business decision.

    I work with leadership teams to examine the assumptions underneath an opportunity — customer demand, economics, capacity, competitive environment, and execution requirements — before significant time and money get committed.

    This can include: opportunity assessment, business and revenue modeling, scenario planning, market sizing, feasibility, commercial due diligence, growth roadmaps, and stategic prioritization.

  • Senior counsel when the answer isn’t obvious.

    Some problems don’t belong neatly in marketing, communications, sales, or operations.

    I work directly with founders and executives when the stakes are high, multiple stakeholders are involved, or the business needs an experienced outside perspective.

    That can mean navigating change, managing reputation, aligning stakeholders, preparing for difficult decisions, or simply having someone in the room who can see across functions and challenge the assumptions.

    This can include: executive advisory, reputation strategy, stakeholder strategy, issues and crisis counsel, communications strategy, leadership alignment, thinking partnership, and decision support.

  • Strategy has to survive contact with the real world.

    I don’t believe in handing over a strategy and walking away.

    Depending on the engagement, I can stay involved through implementation, work alongside your existing team and partners, or build the right group of specialists around the work.

    Creative. Campaigns. Communications. PR. Content. Partnerships. Activation.

    The strategy determines what gets built, not the other way around.

Bring Me the Problem

How we can work together

Strategic Projects

Growth Sprints

Senior strategic leadership without another full-team executive.

Ongoing involvement with foundwers and leadership teams that need experienced marketing, growth, or commercial leadership inside the business.

A senior outside perspective when you need one.

Ongoing counsel for founders and executives navigating growth, change, complexity, or high-stakes decisions.

Get to the real problems, and solutions, quickly.

Focused engagement designed to diagnose what’s holding the business back, identiy the highest-value opportunities, and establish a prioritized path forward.

A defined problem. A clear outcome.

For businesses facing a specific opportunity, challenge, or decision. From positioning and market entry to growth strategy and commercial planning.

Executive Advisory

Fractional Leadership

Not sure what you need yet?

You don’t need to diagnose the problem before we talk.

Tell me what’s happening, what you’re trying to accomplish, and where things are getting stuck.

We’ll figure out where to start.

Let's Talk