“We are growing, but we keep debating the same choices around focus, markets and priorities, and nothing really moves forward.”
Growth creates moments where choices really matter. These are not abstract strategy questions, but concrete decisions that affect direction, people and results.
I help leaders make the right calls when growth, change or pressure forces decisions.
Deciding what deserves attention today — and what doesn’t — so energy is not wasted.
Deciding where to invest time, people and money — and where not to.
Who you focus on, which markets you prioritise, and which channels actually make sense at this stage.
Ensuring key decision-makers are aligned before execution starts.
Clarifying how you show up in the market, and what you stop trying to be.
Turning decisions into a clear direction others can act on.
“I carry the final responsibility, but I don’t have a place to think through decisions without expectations, politics or noise.”
Leadership means making decisions that don’t fit in spreadsheets.
This is not mentoring. It’s fractional, senior-level support when decisions carry real consequences.
A confidential space to think out loud, test ideas and challenge assumptions without internal politics or expectations.
Zooming out from daily operations to keep perspective and focus on what truly matters.
Support when decisions affect growth, go-to-market focus, people or organisational direction.
This is for founders, CEOs and managers with decision power and responsibility.
“We need to decide on our go-to-market focus for next year, but it keep going in circles and execution is on hold.”
Some decisions can’t wait for a long trajectory.
Whether it’s a one-day decision session or a short multi-day trajectory, what matters is focus, the right people in the room and a clear outcome.
Together we build or refine your strategy house: from ambition and direction to clear pillars and priorities. Everything is named, structured and connected.
We translate ideas into numbers. Revenue impact, margins, priorities, trade-offs. What does this really mean for your business?
I bring the uncomfortable questions to the table. The ones that cut through assumptions, habits and half-decisions, and force real choices. Here is where the fun comes in.
At the end of the session, things are named. Decisions are taken. Priorities are set. The team knows what matters now and what comes next.
These sessions are not about narrowing too fast. We open up thinking first, seed new ideas, challenge existing ones and then sharpen the focus.
Using the Apricots 7 strategic levers model, we look at what actually drives results in your business and what is slowing you down, beyond symptoms and assumptions.
“We have good people, but unclear roles and decision rights slow down growth and create frustration between teams.”
Execution fails when structure is unclear and the world is changing fast.
With AI reshaping how work is done, growth decisions often require difficult choices: redefining roles, reshaping teams and having the courage to address missing skills.
As growth and AI change how work gets done, roles need to evolve. We align responsibilities with where the company is today, not with how it once started.
We reduce friction between sales, marketing and other growth-related teams by redefining mandates, expectations and collaboration.
We clarify who decides what across commercial, product and operational areas, so decisions don’t get stuck or quietly die in consensus.
We redesign structures and meeting rhythms so decisions actually land in day-to-day work and translate into action.
