Services

How I help you
make progress.

Two ways to work together, depending on where you are.

Where are you right now?

You have a clear ambition but haven't yet chosen the best route to reach it.

You want your leadership team to choose where you focus and how you win, then turn it into a plan the organisation can act on.

Define the Route →

You have a clear route and a team working hard, but it's not yet turning into the progress you want.

You want your teams focused on what matters most, with the results to match. Week on week, month on month, quarter on quarter.

Run the Climb →
How it works, eight days
The gap
01
Ambition
What does success actually look like? We define the ambition and make it concrete enough to act on.
02
Where you are today
We take a clear look at where you are now. The market, where it's moving, and the challenges between here and the ambition. The distance between the two is the climb. It's what the route has to close.
Choose the route
03
Where to compete and how to win: possibilities
We map the market together. The segments, the clients, and the positions open to you. Then we work out which combinations could help you win and reach the ambition. No choices yet. Just the possibilities on the table.
04
Where to compete and how to win: the choice
Now we choose. The position you'll take, where you'll focus, how you'll win it, and what you'll stop doing. This is the hardest day. It's also the most important one.
Plan the year
05
What you need to build
If this is the route, what will it take to walk it? We map the people, skills, and processes you'll build along the way.
06
How you'll run the organisation
Once the route is set, how does leadership keep the company on it? We decide what you measure, who owns which calls, and how you review progress. So you catch drift early and steer before it costs you.
07
Goals for the year
We set the goals for the year. What success looks like in numbers, broken down so every quarter has a marker to hit. Concrete, measurable, owned.
08
The plan
We turn the goals into the plan for the year. The moves that get you there, in what order, who owns them, by when. You put the budget against it. You leave with a plan the whole organisation can act on.
Define
the Route
In plain English

The most successful companies don't try to win everywhere. They pick a position in the market where they can clearly excel, where competition is thin and their strengths create the most value.

A recruitment firm stops serving everyone and goes deep in one niche. A consultancy cuts its client list in half and doubles its fees. A product company exits three markets to dominate one.

That's strategy. Deciding where you'll compete, and how you'll win there. Define the Route forces those decisions and turns them into a plan for the year the whole organisation can act on.

Define the Route is for leadership teams that have the ambition but haven't made the choices on what they'll do differently to reach it.

Eight full days with your leadership team, spread over the time it takes to get it right. Each day ends with decisions made.

What you walk away with
The direction and the plan
  • A fully written direction, in narrative and in detail
  • Concrete, measurable goals for the year
  • A plan to hit them: the moves, in order, with owners
  • A budget tested against the route
  • A strategy the whole organisation can explain without a slide deck
The organisation
  • Alignment: the people who have to execute it were heard before the choices were made
  • Confidence: the direction was stress-tested by the people who have to make it work
  • Belief: because the right people were in the room, the organisation can move
Let's talk
“

He read our industry faster than most people who've spent years in it, and helped us see where we could actually win. Then he pushed us to make the bold calls we'd been putting off.

Founder & CEO, Professional Services

See the result
How it works, the cycle
01
Start of quarter: kickoff
We align the teams on the plan and the goals for the year. Each team sets what it will achieve this quarter, and I challenge it until it's concrete, measurable, and theirs. Then the hard part: which parts of the plan they take on now, and what waits.
02
Every month: plan
Clear priorities. Concrete work for the first two weeks, the next two lined up behind them. Everyone knows what they're doing and why.
03
Every week: do and look back
The week starts clear, with everyone knowing what they're doing. On Friday we look back: what we did, what didn't happen and why, what we learned, and what's next. Look back, plan forward, repeat.
04
End of month: review and adjust
What did we achieve, what didn't happen and why, what did we learn? Then we adjust and plan the next month.
05
End of quarter: full reset
The biggest look back: what worked across the quarter, what didn't, what the teams learned. Then the next quarter's goals, set on what the data showed. What's working gets more investment, what isn't gets dropped or changed. The data decides.
Run
the Climb
In plain English

From the strategy at the top to the work that happens on Monday morning is a long way down.

Over the years I've built a specific way of working that covers that distance with discipline. Run the Climb is me bringing it to your teams, and the work and the decisions stay with them. I take the plan and break it down with your teams, from the quarter to the month to the week to the day, until everyone knows what they're doing and what it should deliver. Then every week we look back: what we expected, what actually happened, and what that changes for the week ahead. That loop is where the progress comes from: you move from thinking to knowing, and the strategy starts showing up in the work, week after week.

Run the Climb is for leadership teams that have chosen a clear route but have the feeling that things should be moving faster.

An embedded three-month cycle. I'm in the room with your critical teams, week after week. My job is to challenge the thinking, hold the discipline, and keep it tied to the strategy. The direction stays yours: at every stage, you and your teams approve it, or change it when the data calls for it. The actual climb, run by the people who have to make it.

How you steer

Every Friday, you get my analysis of where things actually stand: what's moving, what's stuck, and what it means for the direction. On track, off track, needs attention. Week by week the picture builds, so you can steer early: reallocate, double down, or change course while it still counts. You can see where you stand at any point, and steer with confidence.

What you walk away with
The output
  • A quarterly plan and clear goals for each critical team, broken down to the month and the week
  • Work planned and agreed before it starts, so nothing lands on top of everything else
  • A short weekly report and a fuller monthly one per team, each with my analysis for leadership
  • Everything measured, so progress shows up in the numbers
The outcome
  • Teams know exactly what they're working on, and how it connects to the bigger picture
  • Leadership and teams speak the same language, with one shared view of progress
  • Decisions get made on evidence, and the team moves from thinking to knowing
  • Accountability is built in, without the micromanaging
  • The strategy shows up in the daily work
Let's talk
“

He's disciplined. Every meeting, he asks the hard questions and challenges the gaps no one else will name. Not always what you want to hear, but the progress is always there. He showed us that challenging each other isn't about being difficult, but about making progress.

IT Lead, Media & Publishing

Base Camp

Start small. Get to the real problem fast.

Spend half a day with your leadership team and leave with two things: the root cause of what's slowing you down, and the one thing to focus on next.

Investment: €2,500 excl. VAT
Book Base Camp

Rather just talk?

A short, direct call about what you're up against, and a straight answer on whether I can help.

Let's talk