How I Work

The WorkI help the team agree on priorities, shared commitments, candid discussion, and who makes the final call when consensus is absent.

Typical OutputsA leadership alignment charter, executive working agreement, clear decision authority, and leadership development priorities.

What I Look ForLeaders share a usable mandate, understand the principles, accept their responsibilities, and have a path to resolve material disagreements.

The WorkClarify where the company will compete, how it will create value, what it will prioritize or stop, and how resources will support those choices. Detailed functional strategies are optional, separately scoped work.

Typical OutputsA two-page corporate strategic plan with intended outcomes, measures, executive owners, and near-term priorities.

What I Look ForCorporate priorities, intended value, ownership, resource boundaries, and business problems are clear enough to guide AI and automation choices.

The WorkExamine priority workflows, compare options, and define what people, machines, and their partnership should do. Establish meaningful human authority, safeguards, and the evidence needed to test benefits before broader deployment.

Typical OutputsAn AI and automation strategy, prioritized opportunities, human–AI work designs, and a roadmap with evaluation and control requirements.

What I Look ForProposed work, human responsibilities, role implications, safeguards, and open questions are defined well enough for workforce planning. Pilot and deployment approvals remain separate.

The WorkIdentify capability and capacity gaps. Evaluate development, reskilling, redeployment, hiring, and partnering, with serious review of alternatives before any justified role reductions. Design supported learning and evidence of proficiency.

Typical OutputsA workforce and skills strategy, capability priorities, and learning and role-transition pathways with accountable owners.

What I Look ForRole requirements, skills gaps, capacity assumptions, and transition options are clear enough to inform organization design. Training attendance alone does not establish capability.

The WorkDefine current and future roles, reporting relationships, decision rights, and handoffs in support of corporate strategy. Align on team meeting cadence, participants, standing agendas, and follow-through.

Typical OutputsCurrent and future accountability charts, an agreed meeting rhythm, standing agendas, and transition responsibilities.

What I Look ForAccountabilities, decision authority, handoffs, and meeting practices form a coherent model, and remaining gaps have owners and a resolution plan.

The WorkReview the cultural effects of prior decisions in a concise executive work session. Agree what leaders will monitor and how they will communicate the strategy, invite input, and help employees connect their own seat to the company's direction.

Typical OutputsA cultural implications record, a company-wide communication and employee engagement plan, and a final executive handoff package.

What I Look ForLeaders accept the final package and own the rollout, open issues, feedback routes, dates, and first review.