What kinds of problems do you solve?

Here are the kinds of real questions leaders bring to us:

• We’ve grown so fast that our structure and processes can’t keep up. How do we realign our teams and recommit to how we work together?

• We’re talking about AI nonstop, but nothing’s changing. Where do we start, and how do we show measurable impact?

• We’re on our fourth or fifth ‘transformation.’ This time has to be different—how do we break the cycle?

• Only a handful of people see the need for change. How do we build the case and translate it into clear, tactical behaviors—not slogans?

• We’re losing ground to competitors and our culture is fraying. How do we improve performance and conditions before we lose great people?

• Our org structure isn’t working, but we’re wary of a painful reorg. How do we evaluate our options and redesign the organization responsibly?

• Misalignment across our executive team is creating the most dysfunction in the company. How do we get seasoned leaders with strong opinions rowing in the same direction?

• We were acquired by a larger company and can’t seem to integrate without losing what makes us effective. How do we help both sides succeed?

These are the kinds of thorny, high-stakes problems we’re built for—questions that require both strategic clarity and real changes in how people work together.

For more examples, or to sense-check your own situation, reach out.