The Lens
I work on structural problems in AI-native and AI-affected businesses. Situations where the real constraint is not effort or execution, but upstream clarity: how value is translated into market-legible form, where the actual leverage sits in a GTM system, and what a company's AI capability actually means for the people who would use it.
The approach is compressed and direct. Every engagement starts with a diagnostic object, a bounded declaration of what is actually being examined. From there, the work produces a governing problem statement, a set of core distinctions, a real leverage point, and ranked next moves with explicit exclusions.
The work is selective. Engagements are most productive when the problem is structural, the decision-maker has real authority to act, and there is genuine interest in upstream judgment rather than execution support or validation.
Operating Heuristics
The real problem is usually one level upstream of where it's being named.
Multiplicity of active motions usually signals a missing governing center.
Every option not explicitly excluded will be implicitly preserved.
A diagnosis that doesn't change what someone does next is not a diagnosis.
Selection is upstream of effort. Bad selection cannot be redeemed by intensity.
For founders and operators dealing with positioning, GTM, or AI adoption ambiguity.
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