Strategy

AI can summarize your category and make it sound coherent in seconds. That's a useful starting point and a terrible thing to put million-dollar decisions behind. The space is full of plausible narratives, and an internal team can defend almost any direction with the right set of language. The question that matters is what's actually happening in your market and what it implies for your priorities, positioning, and go-to-market choices.

I work down a level instead of up.

The method

Down a level means how buyers think. What they care about, what they ignore, how they justify decisions internally, and how their language shifts as their constraints shift. That's why almost all of my strategy work involves some research. I won't build you a bold vision on recycled assumptions and a good prompt.

Strategy work here ends in forward action, with a plan attached. Telling you what's broken and why is diagnosis, and diagnosis alone isn't worth your money. I don't take strategy work I can't help deliver on, even when I can see exactly what's wrong.

What you can buy

A sounding board. Ongoing advisory with real industry context, for the stretches where direction or prioritization is unclear.

A strategy sprint. A positioning, messaging, or go-to-market question worked down to the buyer level, usually with a research component attached.

Fractional capacity. A recurring day inside your team, doing the analyst and strategist work you don't have headcount for.