I advise founders and operators past the "we need a strategy" stage and into the "here's exactly what to do Monday" stage. No 80-slide decks that die in a shared drive.
I spent a decade inside operating roles before consulting — running growth at two Series A companies and operations at a logistics startup through a rocky scale-up. I know the difference between a strategy that looks good in a deck and one a 12-person team can actually run on Monday morning.
My engagements are short, blunt, and built to leave you with fewer priorities, not more — usually three, ranked, with an owner and a date next to each one.
Interviews, data review, and a blunt read on what's actually slowing growth — not what the org chart says is the problem.
Three ranked priorities, each with an owner, a metric, and a 90-day target. No more than three — that's the point.
Biweekly working sessions to keep the plan alive past the kickoff meeting, where most strategy actually dies.
The full Diagnose → Design cycle in four weeks. You walk away with three ranked priorities and a plan, whether or not we keep working together.
Start a SprintOngoing biweekly sessions plus async access — the core engagement, for teams executing a plan and needing a second brain in the room.
Discuss FitQuarterly board-level strategy review for companies who want an outside operator's read before the board meeting, not after.
Inquire"Corinne killed four of our seven 'top priorities' in the first working session. Everyone was relieved — nobody had permission to say it out loud until she did."
— Founder, Series A SaaS"We'd paid for two strategy decks before hers that never left the drive. This one had our ops team executing within a week."
— COO, DTC RetailA 30-minute strategy call — no deck, no pitch, just a direct read on what you're facing.
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