Our practice is fundamentally influenced by the experience of its founders as management consultants who worked directly with leadership in the public or private sectors to run complex, long-duration engagements which required delicate co-ordination amongst various corporate functions including strategy, finance, governance, HR, operations, business development and capital raising.

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This experience has led to the most important principle for our practice: how decisions get made is more critical, and controllable, than the content of the decision itself. If disproportionate time is invested in determining who is involved in decision-making, the process itself, the structure of conversations, their proper sequencing, the pace at which decisions get made and, most significantly, the temperament & ethics of those involved, then one thing is assured: bad decisions can be avoided. Good decisions are then the residue of what remains once all the potential errors are weeded out one by one.