Insights
The thinking behind the work. On judgement, consequence, and leadership under pressure — written for leaders navigating the decisions that actually matter.
Proprietary frameworks from the advisory work
The Seven Dimensions of a Consequential Decision
Context, Architecture, Decision, Economics, Narrative, Consequence, Execution. The complete framework for examining a high-stakes decision before committing.
DOWNLOAD FRAMEWORKThe Consequence Map
A practical tool for mapping first, second, and third-order effects of a significant decision. Surfaces what the presenting analysis typically obscures.
DOWNLOAD FRAMEWORKLeadership Under Pressure: Self-Diagnostic
A structured diagnostic for identifying the pressure patterns that are present in your leadership. Based on the patterns from the keynote and advisory work.
ACCESS DIAGNOSTICThe Seven Dimensions of a Consequential Decision
Most leaders approach a major decision with the presenting version of the problem — what it looks like from the outside, how it has been described, what others have named it. The work of serious advisory is to get beneath that. This framework maps the seven dimensions that a consequential decision actually requires you to examine before you commit.
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Feb 2026CAPITAL
What Capital Actually Costs: The Leadership Price of Growth Decisions
Capital decisions are leadership decisions. The gap between what leaders say they value and what they actually choose becomes visible in how capital is deployed — and the consequences don't show up on the balance sheet.
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Jan 2026DECISION-MAKING
Avoidance Disguised as Strategy: The Decisions That Don't Get Made
The most consequential decisions in an organisation are often the ones that never formally get made. Identified, discussed, deferred — until the window closes or the consequences arrive uninvited.