Strategema Advisory
Built for moments where the next phase matters.
At a certain stage, businesses do not struggle because of a lack of ideas.
They struggle because what once worked is no longer sufficient.
Growth becomes harder to sustain.
Complexity increases.
Execution becomes less consistent.
The issue is rarely effort.
It is the absence of clarity, structure, and disciplined execution.
Why this firm exists.
Mid-market and growth-stage companies increasingly face enterprise-level challenges:
- Margin compression
- Capital intensity
- Digital integration
- Global supply chains and geopolitical risk
- Sustainability and regulatory pressure
- M&A, integration, and portfolio complexity
- Organizational complexity
- Private equity ownership and capital discipline
- Sponsor-driven performance expectations
Yet, most lack enterprise-scale strategic infrastructure.
They:
- Do not have a dedicated Chief Strategy Officer
- Rely on overloaded CEOs and CFOs
- Outgrow ad-hoc planning processes
- Find large consulting firms impractical or misaligned
The gap is not intelligence.
It is installed discipline.
Many organizations:
- have strategic intent
- have capable leadership teams
- have active initiatives
But lack:
- clear prioritization
- alignment across decision-makers
- governance that translates strategy into execution
As a result, strategy becomes episodic—and performance drifts.
What this requires.
Not more analysis.
But:
- clarity on where to play
- discipline in how to win
- alignment across leadership
- execution that holds under pressure
What I do.
I provide embedded strategy leadership in these situations.
Not as an external advisor removed from decisions—but as a direct extension of the leadership team.
The focus is not on producing strategy.
It is on ensuring that strategy translates into decisions, alignment, and measurable performance.
My background.
For three decades, I have worked at the intersection of strategy and execution as an operator.
- SVP, VP, and Business Unit CEO roles
- Former VP Strategy for a $13B U.S. business
- Global leadership across seven countries and three continents
I have led:
- Enterprise transformations impacting 28,000 employees
- Portfolio restructurings and operating model redesigns
- M&A and strategic growth initiatives
- Governance and performance systems
But titles are not the point.
The consistent thread is this:
Bringing clarity to complex situations—and turning that clarity into action.
How I think.
Strategy must be executable.
Clarity precedes activity.
Governance determines outcomes.
Execution cadence sustains performance.
Installed discipline creates durable value.
Positioned between consulting and operating.
Not a consulting firm.
Not a full-time executive role.
Something in between:
- Senior-level thinking
- Operator-grade execution
- Flexible engagement
- Direct accountability
The objective.
Not better presentations.
Better decisions.
Better alignment.
Better performance.
Shaped by operating experience in complex environments where outcomes matter.