This is for leaders who are:
- Facing a major capital, site, or acquisition decision
- Feeling momentum building faster than certainty
- Technology companies moving from proof to scale

This is not for branding exercises, generic decks, or theoretical strategy.

Most strategy failures don’t feel like mistakes at first.
They look like:
- A market entry everyone agrees is inevitable
- Acquisitions that made sense on paper but do not deliver expected results
- Technologies that work in trials, but never scale commercially

The damage shows up later — when the options are gone.

You need strategy that leads to success on your timeline.

1. Cut through the things that hide the real decision
- What must be decided now vs later
- What assumptions actually matter

2. Stress‑test the downside
- Capital exposure
- Regulatory and supply‑chain constraints
- Competitive responses

3. Clear plan of action
- Capital timing
- Build / buy / partner logic
- Execution priorities investors can support

Examples of decisions supported:
- Capital projects totaling $300M+
- Global integrations across $1.5B business units
- Market entry decisions across 12+ industrial sectors

Decision Support
- Short, high‑stakes strategic questions
- Typically weeks, not months

Transaction Readiness
- Front‑end diligence and risk framing
- Designed to enable good deals and prevent bad ones, not write a deck to justify what is already decided

Fractional Strategy
- Ongoing guidance during growth or transition
- Structured, scoped, and decision‑driven

If you’re facing a decision where the downside matters as much as the upside, we should talk.