Executive Consultations
Ninety minutes, spent on the actual question.
Most executive time is spent circling a decision nobody has been willing to name. A consultation exists to name it — with enough developmental and organisational precision that the naming is useful rather than merely brave.
Who it is for
Founders at the point where the company has outgrown the founder’s habits. Executive teams carrying a fracture that keeps reappearing under new names. Boards deciding something they will still be living with in five years.
What you bring
The situation in plain language, whatever numbers are relevant, and the one thing you have not said out loud yet. That last item is usually the session.
The arc of an engagement
- I
The opening ninety minutes
You bring the situation as it actually is, not as it would look in a deck. We spend the session locating the real question, which is almost never the one on the agenda.
- II
The instrument
Between sessions you run one of the magazine's instruments against your own organisation — the keystone audit, the shadow mirror, the play audit — so the second conversation starts with evidence rather than impressions.
- III
The working season
Where it warrants one: a series of sessions across a quarter, with the team involved as the work requires. This is where decisions get made and held rather than revisited monthly.
- IV
The handover
You leave with something operational: the decision, the language for it, and the practice that keeps it alive after the consultant has gone home.
The investment
$5,000 a month for an ongoing engagement, including the preparation and the written follow-up. Ongoing engagements are quoted once we both know what the work actually is.
Choose a time
Pick an opening below. You will get a confirmation immediately, and a short brief from us before the session so the ninety minutes are not spent on background.