Principles
How I decide what to work on — and how.
Selective by design
I don't take every opportunity. I work on things that sit in my core lanes, carry clear value, and can compound over years. Saying no to almost everything is what makes the few yeses count.
Strategy before introductions
Knowing people is not the product. Before any introduction happens, the objectives, value proposition, deal structure, decision chain, economics, and path forward have to be clear. An introduction without those is just two names in the same email thread.
Paid before deep work
First conversations are mutual diligence, and those are free. Deep analysis, solution design, resource orchestration, and sustained execution run on a formal, paid engagement.
No pure success fee
Success components are welcome; carrying all the upfront cost and risk on my side is not. Success fees sit on top of base fees, clear boundaries, and transparent information.
Direct access and transparency
If I'm accountable for results, I need reasonable access to the decision-makers, visibility on progress, a real seat in the process, and attribution and economics agreed in writing.
Compounding matters
I prioritize work that leaves assets behind: cases, methods, market insight, high-quality relationships, data, brand, recurring revenue, equity value. Anything that accumulates nothing is noise — however busy it feels.
Mutual commitment
I don't work as a free strategist, an invisible partner, or a coordinator with unlimited liability. Both sides invest, and both sides own their share of the outcome.
Principles are only real when they cost something. These have.