BUILD creates strategy to withstand pressure, adapt deliberately, and remain coherent as conditions change.
Most organizations don’t need more ideas.
They need better choices, made deliberately, grounded in reality, and carried throughout the organization.
Build is our core engagement. It is where strategy becomes real — not just a “strategic plan.”
Build is for leaders who suspect their strategy may no longer be holding together.
When Build is the right path
Build is appropriate when:
- The stakes are high and choices are hard to reverse
- You face meaningful change or uncertainty
- Leadership alignment feels fragile or forced
- Strategy exists on paper but not in execution
- The cost of being wrong exceeds the cost of doing the work properl
Build is not a refresh, facilitation, or planning exercise.
It is strategy work for moments that matter.
The premise of Build
Winning strategies do not start with predictions. They start with ground truth.
Build begins by establishing a clear, unsentimental understanding of:
- What your organization is actually capable of
- Where your market is really headed
- Which assumptions are holding, and which are quietly failing
Only then do we move to choice.
Strategy that ignores reality does not survive when stressed.
The focus of Build
Build forces clear commitments to answer critical questions:
- Where will we play, and where will we not?
- How will we win, given our real capabilities?
- What must be true for this strategy to succeed?
- Which risks matter most, and which do not?
- What tradeoffs are we willing to commit to?
These are not abstract questions.
They are decision tests.
These are not abstract questions. They are decision tests.
Ask yourself: If one key assumption behind your current strategy failed quietly over the next 12 months, which one would it be, and how would you know?
If this question is hard to answer, your strategy may already be under strain.
What happens during Build
Build is a disciplined working engagement with the CEO and leadership team.
We make the current strategy explicit, including the assumptions holding it together. We test its logic against real market and capability constraints, surface and resolve false alignment, and narrow focus to the few choices that actually drive outcomes.
The work produces a strategy leaders can explain, defend, and execute — not because it sounds right, but because the logic holds.
The result is not just clarity. It is confidence grounded in logic.
What changes by the end of Build
By the end of Build, the strategy is no longer implicit or fragile. Leaders share a clear, testable logic for where the organization is going and why.
Debate shifts from opinion to evidence. Alignment improves because real disagreements have been resolved, not managed around. Focus sharpens around the few choices that matter.
Leaders leave with a strategy they can explain, defend, and adapt deliberately as conditions change without losing coherence.
Build does not eliminate uncertainty.
It reduces confusion.
That difference is decisive and powerful.
What Build is not
Build is not designed to:
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Provide comfort
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Validate existing positions
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Avoid difficult conversations
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Produce a glossy document
If you are looking for affirmation, Build will disappoint.
If you are looking for control, it will not.
The role of the CEO
Build works only with direct CEO engagement.
This is not delegated work.
Your role as CEO is to own the choices.
My role is to challenge weak logic, make tradeoffs unavoidable, and help you decide deliberately rather than reactively.
Required Build commitment
Build is a serious investment, not a workshop or retreat.
It is typically a five-figure engagement, comparable to bringing in a senior executive for a critical period.
Organizations engage in Build when the cost of strategic drift exceeds the cost of clarity.
Let’s talk
If you believe your strategy may not hold up under the conditions ahead, we should talk.
Not to discuss packages.
To determine whether Build is the right work, and whether it makes sense to do it together.