Every high-stakes decision has a load-bearing premise nobody's checked. That's where I start.
Three meetings ago, someone narrowed the options. Two meetings ago, those options became "the decision." Yesterday, everyone in the room was arguing about which one to pick.
The options look like the only options because they were generated by the same thinking that created the problem. Debating them is expensive and slow. And it produces a decision built on ground nobody tested.
The framing is where the problem lives. And it won't get solved by another advisor who starts from the same premise as everyone else in the room.
I work directly with one principal: the founder, the CEO, or the executive who owns the decision. No committee, no facilitated session, no deliverable deck that gets forwarded around and discussed without me.
I cut to the foundational assumption underneath the options on the table. Not the options themselves; the premise that made those options look inevitable. Once that's visible, the decision that was actually available the whole time becomes obvious.
The output isn't a recommendation. It's clarity. You walk out knowing what's actually in play, which changes how you move.
No pitch. No intake form. A real conversation about whether this is the right fit.
