What I do
I work with clients in three connected ways, depending on where they're stuck. Collaborative Strategy Development is for when priorities need to be set and hard choices made. Commercial Excellence is for when the operating model no longer fits the strategy. Strategy Governance is for when the challenge is keeping focus and momentum alive after launch. Each can stand alone, but they often work best in combination.
The thread running through all three is the same: plans your team helps shape, so they own the execution rather than resist it. Decisions taken deliberately, so they hold up under pressure. Momentum that continues after I leave, because the capability has been built inside the organisation, not rented from outside.
Engagements are typically hourly or project-based, scoped to fit the situation. My role is always as a consultant and sparring partner, I empower the team rather than take over, though I can bring in hands-on interim professionals from my network when extra execution capacity is needed.
Collaborative strategy development
A pressure-cooker approach to setting priorities and building a plan your team actually owns.
Whether you need a new strategy, an annual plan, or to jumpstart a stalled project, the method is the same: bring the right people into the room, force the hard choices that have been circling, and turn them into a plan with clear priorities and action.
The value lies in what happens inside the room, surfacing the knowledge already present in the organisation, making "elephants in the room" discussable, and getting alignment on choices that would otherwise drift. By the time the sessions end, the plan exists and the team owns it, which means implementation starts immediately rather than after another round of socialisation.
Sessions can be delivered in a couple of days or spread across several weeks, depending on the situation. Arla Foods, Korn Ferry, and Vodafone have used this approach.
Commercial Excellence
A structured approach to aligning your commercial operating model with the strategy you've chosen.
When strategy shifts, the operating model usually needs to shift with it, but often doesn't. The processes, technology, people structures and governance that worked for the old strategy quietly hold back the new one. Commercial Excellence is the work of closing that gap.
The approach makes the less tangible parts concrete, including the behavioural shifts that operating-model work usually skips over, and prioritises the changes with the biggest impact rather than trying to fix everything at once. Stakeholders across the commercial organisation are involved in detailing and committing to the changes, so implementation has real ownership behind it.
Most assignments run over a few weeks, depending on access to key people and data. Pension Insurance Corporation, Nederlandse Loterij, and Adecco have used this approach.
Strategy Governance
Rhythms and practices that keep focus, discipline, and collaboration alive after the strategy launches.
Most strategies are executed through governance systems designed for a different era: quarterly reviews, long cycles, formal reporting upward. These tend to surface problems too late, reward optics over honesty, and drain energy rather than create it. Strategy Governance is the work of designing a system that actually fits how your organisation needs to move now.
The core ideas are shorter planning cycles, more asynchronous work, and regular team learning, so progress is visible in weeks rather than quarters, leaders have more room for the conversations that matter, and the organisation gets better at adapting rather than just executing. It also means creating enough trust and rhythm that tough conversations happen when they need to, not months later when the damage is already done.
The governance setup is typically delivered within a couple of weeks, with ongoing sparring-partner support available through implementation. Arla Foods, TotalEnergies, and Sopra Steria have used this approach.
