The businesses I work with aren't broken. Something more specific is happening: the strategy is agreed but not showing up in the decisions being made day to day. The commercial function is busy but not building anything that compounds. The founder has a strong sense of where the business is going but not quite enough space to think clearly about how to get there.
The shape of the engagement depends on what's actually going on. There are three ways I work.
A six-to-eight week engagement that ends with a single strategy document — seven parts, each building on the last, covering the full arc from why the business exists through to how it will measure whether it's working. The result is a complete strategic and tactical structure — ready to implement, or for me to help carry through.
Fractional CCO or COO, typically two days a week. The structure and oversight of planning cycles, operating cadence and commercial execution — the work of making sure the business's day-to-day rhythm is actually connected to its direction. Follows Diagnose. You can't hold a thread you haven't first found.
Hands-on access and a sounding board — for the founder, or for whoever else in the leadership team it makes sense for. A set number of hours each month, used however is most useful: working sessions, one-to-ones, input on decisions as they come up, a steady focus on structure and forward planning. Async written support in between, within reason.
For the conversations that matter but don't quite fit anywhere else in the business.
If the timing is right, get in touch.
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