The technology works. Adoption doesn’t.
The product is right, the pilot succeeded, and the organization still will not move. Where the resistance actually sits, and what changes it.
Read →A note, not a storefront
Working with CEOs.
Most of my time goes to building. A few times each year I sit with a CEO or a board working through a hard question, and those conversations tend to find me on their own, usually through something I wrote.
The four situations
Already written down, free, and usable without me
Growth has slowed. Nobody agrees why.
Five people in the room, five diagnoses, no shared evidence. How to find the constraint before spending against the wrong one.
Read →The board has three narratives. Only one is correct.
When directors are working from different stories, governance stalls quietly. How to converge a board without flattening dissent.
Read →The raise has to land. The story is not converting.
The numbers are defensible and the meetings still end politely. Where investor narratives break, and how to rebuild one that closes.
Read →
Why free
Good scaling advice should not require a seven-figure engagement
I mentor CEOs of minority-owned businesses through the UW Foster Ascend program for the same reason the essays exist. The four situations above are written to be used without me, completely, by anyone who needs them.
If a conversation needs more privacy than a comment thread, my inbox is in the footer. It works in English or Spanish.