Vision strategy and experimentation. Strategic diagnosis for senior leaders whose path forward is not obvious.
Most strategic problems arrive with a proposed solution already attached, and most of those solutions are answering the wrong question. Greg backs up before moving forward: which assumptions are load-bearing, which constraints are real, which politics are shaping the conversation. The diagnosis usually unlocks the strategy.
His work runs from vision strategy to structured experimentation. He pressure-tests product visions before leaders commit, coaches leadership teams through the vision methodology so the capability stays in house, and designs fast, low-cost experiments that generate real signal before full investment. Teams with big AI ambitions bring him in to figure out what to prove first.
The approach has a history. Greg trained as a designer at RISD, where you learn to solve problems by making the thing and looking at it honestly. Early in his career he worked for Hugh Dubberly, and he spent the boom years at AOL on the Netscape campus, just before the bust. He has been suspicious of unexamined momentum ever since.
Diagnosis before prescription. Most problems I see arrive with a solution already attached, and the solution is usually answering the wrong question. My job is to slow the room down long enough to see what is actually going on, then speed it up again. The diagnosis usually unlocks the strategy.
A discovery call is an hour on your problem, not our pitch. Come with the decision you are facing. He will tell you honestly whether he is the right person for it.
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