At the table, and in the engine room.
Strategy is the headline. The operating layer is where it lands or stalls. I help set the strategy as a member of the executive team, then own the layer that delivers it.
I help set the strategy, then build the machinery that delivers it.
Most companies scale until strategy and delivery drift apart.
Decisions stack with no clear owner. Meetings run long because nobody is sure who carries the outcome. Senior hires land, things shift for a quarter, and the same problems return wearing different language.
A seat on the executive team, and ownership of what sits underneath it.
I shape strategy as a member of the executive team and own the layer that delivers it. An operator who reads a P&L, builds the reporting stack, runs the cross-functional programme, writes the policy, then stays to make sure the thing actually runs.
What does the system for this look like?
Not what we do next. If the answer only works at today's headcount, or only because a specific person is in the seat, it isn't the answer. Cleaner handoffs, reporting that tells the truth, a senior team that knows what it owns.
Curious for a living. Podcasts on current affairs, geopolitics, history, and how-to tech. Books on business and psychology. Functional training to clear the head, padel to keep it competitive, two opinionated furbabies who have strong views on my working hours.