I'm a total business nerd. I read strategy books on vacation, listen to business podcasts on runs, and get genuinely excited by a blank page and a hard problem. There's something I find endlessly fascinating about assembling the puzzle of what's right for the customer, the business, and the people inside it - and helping leaders think through how to serve all three at once.
I started this practice because I wanted to be a lifelong student of business: drawing analogies across industries, making connections, and finding the insight that unlocks the path forward. I've always been just as interested in the organizational side: the people, the teams, the operating dynamics that determine whether a strategy actually takes hold.
What I've learned across 20+ years at Amazon, Starbucks, Wayfair, Clorox, and P&G is that great strategy requires three things most people treat as separate: a deep understanding of brand, the commercial acumen to know what actually drives outcomes, and the operational clarity to make sure the org can carry it. Most strategies fall short on at least one of the three. That's usually where I come in.
I work with CEOs and CMOs at inflection points to build brand strategy that's commercially grounded and designed to execute.