We map the decisions and work that matter, agree who owns each one, and decide what the team needs next: who to hire, what to change, what to stop.
How it runs
1
A conversation with each leader.
2
A workshop to map decisions and agree owners.
3
A session on how the team is organised.
You leave with
An agreed who-owns-what, and a hiring and structure plan you agree on.
Case studies
Getting an executive team unstuck
A Series D SaaS company had tried OKRs, and they’d failed. We tackled the difficult conversations they’d been avoiding, found the bottleneck holding up work across teams, and got the teams solving it together.
From strategy handed down to strategy owned together
A Series D tech scale-up that had outgrown its OKR process got its leaders owning the strategy together, and later doubled revenue and made its first profit.
A leadership team that owns the work
A Series A health-tech CEO held the whole business in his head. We named its real business lines and gave each leader one to own, and drafted OKRs for each.
Often run together: Strategy offsite · Weekly business review
Know someone this would help?
Richard helps a leadership team agree who owns which decisions and work, and who to hire next.
Next steps
