Advisory

The thing most companies avoid is usually the whole point. I look at the business and the world around it at the same time.
Inside: where the money really comes from, how decisions actually get made, what has become unquestionable, and where the future is already showing up.
Outside: how the company is really seen, where value is moving, what it could credibly own, and what is becoming harder to defend.
The point is to get to what is true before deciding what should be next.

A strategy should make fewer things possible, not more.
We turn what we know into a small number of choices about where to play, what to build, what to stop and what the business will bet its next chapter on.
Each choice has to earn its place: Why this? Why us? Why now? How does it create value? The result is short enough to carry in your head and sharp enough to defend out loud.
If everything still feels possible afterwards, we haven’t made a strategy.

A new direction only matters when the company does something it hasn’t done before.
Enter the market. Build the offer. Launch the business model. Stop funding the old priority. Make the first decision according to the new logic. I stay close enough to turn the direction into its first real consequences: moving money, talent and attention, changing decisions, and building whatever needs to exist first.
The first makes the strategy real. The next ones are yours.