Most organizations don't lack ideas. They lack the person who turns the plan into motion — who names the real problems, aligns the people, and holds the line until it's done. That's the job I've done for 25 years.
I don't sell frameworks or decks. I sit inside your organization's real problems — as an advisory board member, board director, or advisor to the executive team — and accelerate what you've already decided matters.
Strategic analysis, organizational alignment, and execution roadmaps for companies scaling past what their current structure can carry — financial management, recruiting and HR, culture and change management, communications, expansion.
Seven years building and teaching leadership curriculum for a US intelligence agency; coaching executives through growth, succession, and change. Leaders develop on purpose or not at all.
Board-level strategic planning, bylaws and governance modernization, long-range outlooks, and leadership succession — including the moment most organizations get wrong: the founder transition.
Guided CDG's executive team through their strategic growth planning process as the firm grew from 85 employees toward a goal of 150 — and joined their advisory board when the process ended. I ran the analysis end to end:
The founder transition is statistically the most dangerous moment in a nonprofit's life. As executive board member and Strategic Planning Committee chair:
The credential behind the advice: I left a senior government career and built a medically directed clinic from nothing — site, team, systems, patients, partnerships. Advisors who've never carried payroll give different advice than ones who have.
I keep the advisory portfolio deliberately small — a few businesses and boards where I can actually move the mission, alongside running Ignite. Paid advisory seats, board directorships, and speaking engagements for organizations and events serving business owners and high performers. If you're not sure your situation fits, ask — I'll tell you straight either way.