Methodology
Most strategy projects fail because they treat brand and business as separate problems. We don't. Organizational Intent is built by aligning what the business needs to accomplish with what the brand needs to mean, and then translating that into narratives and frameworks that the entire organization can execute against.
Phase 01
Belief Audit We start by identifying the real beliefs that drove the business into existence — not aspirational values, but the actual convictions that shaped product decisions, hiring, and early growth. These become the foundation on which everything else is built. If the beliefs aren't real, the strategy won't hold.
Phase 02
Narrative Architecture. Most companies try to build one positioning statement. We build a multi-narrative framework: different stories doing different work for different audiences. One narrative establishes category credibility. Another builds cultural affinity. Another creates commercial momentum. Each has its own proof points, channels, and activation strategy, but all ladder back to the same belief system.
Phase 03
Decision Framework: The output isn't a deck. It's a system that makes decisions faster. Leadership knows what fits the strategy and what doesn't. Sales knows what stories to tell and why. Marketing knows what to build, what to kill, and what success looks like. Product and innovation know the boundaries they're working within. Everyone moves in the same direction without needing constant alignment meetings.
Outcome: A strategy so clear and specific that anyone can use it to evaluate actions, and simple enough that everyone can use it to make confident decisions.
Organizational Intent
The problem:
Most companies can't move fast because nobody has done the hard work of aligning what the business needs to do with what the brand is supposed to mean. Strategy gets written in decks. Brand lives in a bible with fonts and logos. Marketing chases quarterly sales targets. And when you ask people — even executives — what the company actually stands for and where it's going, you get different answers.
That's not a communication problem. It's a strategy problem.
Organizational Intent is the system that fixes it. It's the alignment of brand strategy, business strategy, and go-to-market execution into a framework so clear and specific that:
Leadership can make decisions faster because the rules are explicit
Sales and marketing know what stories to tell and why
Product and innovation know what fits and what doesn't
The entire organization moves in the same direction without needing permission
The work:
I help leadership teams articulate the beliefs that actually drive their business, translate those into narratives that teams can execute against, and build the frameworks that make coordinated action possible. Not vision statements. Not positioning decks. A strategy so sharp that nobody else could have it — and simple enough that everyone in the company can use it to make decisions.
If everything fits your strategy, you don't have one.