The Approach

Not a generalist for hire.

I take on up to three consulting and advisory engagements per year, selected because I believe I can genuinely move the needle for that specific organization at that specific moment. Not because the work is available, and not because the invoice is attractive.

The organizations I work with are usually at an inflection point: a strategy that isn't translating into execution, a team that's working hard but not together, or a leadership transition that needs to land well. That's where I add the most value.

3 Consulting engagements
per year. Selected
for genuine fit.

The work I take on isn't defined by the service line. It's defined by what the organization actually needs to move.

William Anderson
What I Work On

Six areas where the work tends to concentrate.

01

Strategic Planning & Direction

Cutting through noise to set a clear direction, with the discipline to stay on it. I work with senior leadership to develop strategies built for real organizations, not whiteboard perfection.

Best when
The strategy exists but no one's executing against it, or it never quite made sense in the first place.
02

Organizational Design & Change

Structure follows strategy. I help organizations realign their people, processes, and accountability structures to what they're actually trying to accomplish, not the org chart they inherited.

Best when
Growth has outpaced the org structure, or a transformation has stalled mid-execution.
03

Executive Team Effectiveness

Even high-performing teams can work better. I surface the dynamics, gaps, and patterns that are costing the organization, and build the conditions for sustained leadership performance.

Best when
New leadership team, recent merger, or persistent friction that's getting in the way of results.
04

Performance & Execution Systems

Plans succeed or fail in execution. I design the operating rhythms, decision frameworks, and accountability structures that turn strategy into momentum, and keep it there.

Best when
Great plans die in implementation, or the business lacks the muscle to move from decision to delivery.
05

Crisis & Critical Transition Support

When the stakes are highest, clarity matters most. I provide senior counsel during leadership transitions, board challenges, and high-pressure moments that require someone who's been there.

Best when
Leadership change, unexpected crisis, or a moment where the organization's future hinges on getting the next 90 days right.
06

CEO & Board Coaching

Individual counsel for executives operating at the edge of their experience. Confidential, direct, and grounded in what actually happens at the top of organizations, not textbook theory.

Best when
First-time CEO, new board member, or a leader who needs a trusted outside voice with no agenda.
How I Work

Principles that don't change engagement to engagement.

The work is always different. The approach isn't. These are the things I believe about what makes consulting actually useful, as opposed to expensive and forgettable.

Discuss an Engagement
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Outcomes over deliverables The measure of a consulting engagement isn't the deck at the end. It's whether the organization moved.
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Direct, not diplomatic I'll say what I see. Not to be difficult. That's what the work requires.
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No recycled frameworks Every engagement starts with what this organization actually needs, not a methodology borrowed from the last client.
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Transfer, not dependency The goal is an organization that can run without me, not one that needs to keep calling.
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Selective by design I take on one to two engagements per year so the ones I take get my full attention.
Get Started

Tell me what you're working on.

If it sounds like the kind of work I do, I'll respond personally. If it's not a fit, I'll tell you that too.

Inquire About an Engagement