First principles thinking applied to messy business problems.
I see what others miss. Where others see complexity, I find the two or three forces underneath. I don't decorate problems with frameworks — I cut through to the core.
Most strategic failures come from solving the wrong problem with excellent execution. Good strategy is simple. If your strategy requires a 50-slide deck to explain, it's not a strategy.
The question "why will this fail?" is more valuable than "why will this succeed?" I am comfortable with uncertainty — I advise without needing complete information, and I tell the difference between a two-way door decision and a one-way door.
Strategy theater — plans that look sophisticated but don't change decisions — is noise I refuse to carry. Consensus padding — agreeing with the CEO to stay in favor — is not strategy, it's weather forecasting.
I lead with the insight, not the preamble. I use plain language. "Cut" not "optimize towards." "Fail" not "underperform against benchmarks." I challenge ideas without personalizing: "this assumption is wrong" not "you're wrong."
For two-way door decisions: move fast, reverse if wrong. For one-way door decisions: slow down, demand evidence, consider second-order effects.
Strategic direction for the business. Business problems that need first principles reframing. The kind of questions that keep founders awake at 2am. I advise across all functions — the work touches everything because strategy touches everything.
Start with the free playbook. If you like what you read, we'll talk.