A short, senior review for leaders whose plan is sound but delivery keeps stalling.
Most strategies don't fail because they're wrong. They fail in delivery — too many priorities, no clear owner, and no one with the authority to stop things. I run a short, senior review that tells you, in writing and within two to four weeks, whether your strategy can be delivered as things stand, and what needs to change, stop, or move to someone who can own it.
The Problem
In most organisations the strategy is sound. What's missing is a setup that can actually deliver it. The signs are familiar:
None of this is a strategy problem or a talent problem. It's whether the organisation is set up to carry the plan — and which decisions leadership needs to make to get delivery back on track. It shows up most in digital and IT change, in operations, and in group or multi-country organisations — anywhere delivery has to work across teams that don't all report to one person.
What I Do
Each step is contracted on its own, for a fixed fee, and ends in a decision. Nothing rolls into the next by default.
01
Two to four weeks. A senior assessment of whether your strategy can be delivered with the authority, decision-making, and capacity you have today. Ends with a short written verdict — one to two pages: what to change, what to stop, and what to hand to someone who can own it.
02
One to two weeks. Three clear, mutually exclusive choices — who decides what, what gets prioritised, and how it's run — each with the trade-offs and the cost of not deciding. Ends with a choice made in the room, in a 90–120 minute session, and written down.
03
Ninety days to turn the choice into how you actually work — resetting who decides, what's prioritised, and the rhythm behind it. I advise; your team delivers.
How I Work
You work directly with me, not a team of juniors. No large workshops, no surveys, no maturity models. I work from what you already have — your priorities, governance, budgets, and reporting — plus a few direct conversations with your leaders.
What you get forces a decision. It fits on a page or two, written for you, your ExCo, or your board to act on — not a library of slides.
What you get
What this isn't
About
I've spent 15+ years delivering across 19 countries — including running centralised IT investment and demand decisions across five business lines at Deloitte, and delivering a natural-gas power plant in Croatia end to end.
This isn't a framework I read about. It's what worked when delivery was breaking — now offered independently, without the internal politics that stop insiders from saying the hard thing.
Who It's For
Good fit
Not for
Contact
If unclear authority, too many priorities, or delivery that won't stick is on your agenda, a short call will tell us whether the diagnosis is worth doing. If it isn't, there's no follow-up.
