Work together
I work with founders, and with organisations.
I read emerging technology early and help people move with it. That work takes two shapes.
One is a long-term thinking relationship with a single founder. The other is a scoped engagement with an organisation working through a change.
01 · The shared work
Different doors, the same three jobs.
Whichever way we work together, the job is the same: work out what is real, help people understand it, and make sure the change survives contact with daily work.
What is actually changing
New tools, markets and technologies create a lot of noise. I help you work out what is real, what is still uncertain, and whether now is the right time to act.
What your people are hearing
A good decision can still fail if people do not understand it. I help turn your direction into clear language, choices and next steps your team can follow.
Whether the change will stick
Change lasts when enough people understand it, believe in it, and make it part of how they work. I look past the announcement to the people and habits that decide whether it takes hold.
What is hard to see from inside
I am not inside your organisation, so I do not need to protect a role or keep a political peace. I can name tensions, question assumptions, and say what is difficult to say from the inside.
02 · The two doors
One founder, or one organisation.
Ongoing counsel for founders
A long-term thinking partner for the decisions you carry alone. Month one builds the full picture: a founder interview, a business review, and confidential conversations with three to five people around you. After that: two 75-minute sessions a month, considered access between them, and a short written decision note each month.
US$3,000 per month, three-month minimum, and no more than four founders at a time. Not ready for ongoing counsel? Begin with one 60-minute Way Session for US$500.
Advisory for organisations
Briefings, stack readings, ongoing pattern advisory and sovereign work for companies, funds and institutions. Scoped by conversation rather than a public rate card, because the terrain differs each time.
Useful when a leadership team is investing in AI and cannot yet say how it connects to the actual strategy, or when the tools accumulated faster than the thinking.
03 · Speaking
A room rather than a retainer.
Keynotes and workshops on emerging technology, adoption, and the culture that carries it — for leadership teams, boards and events. Virtual or in person.
04 · Start
Not sure which door you need?
Tell me what you are deciding and I will point you the right way — even if that turns out not to be working with me.