Independent advice. Your decision.
You bring the decision, or the problem you are thinking through. I find out the other half of the picture, in confidence, so you can decide well and see it through.
Which is closest to you? Choose one to see when people in your role call me.
When chief executives call me.
- A plan was agreed, but it is not happening.
- Your leadership team is divided and nobody says so out loud.
- A decision will be hard to undo, such as replacing a senior leader.
- You are new in the role and every report comes from people inside.
- You are the first in your family to lead at this level.
- Your chair or board has suggested we speak.
If your board suggested you call
It is still your conversation. We agree at the start what stays between us and what, if anything, is shared.
When chairs and boards call me.
- Your board is divided and work is stalling because of it.
- A succession is coming.
- The reports say green and you are not sure they should.
- The board is about to approve an AI system, or one has gone wrong.
- A decision will be hard to undo.
- The same problem has survived more than one fix.
King V and the decisions AI now makes
King V asks the governing body to govern data, information and technology (Principle 10). It addresses AI directly, with clear accountability for the decisions and outcomes of AI systems and clear, understandable reasons for what they decide. Precisely Wrong helps a board settle that before approval, not after a failure.
When executives call me.
- You own a result that depends on people who do not report to you.
- Two of your priorities cannot both be met and nobody has said so.
- You have a big proposal to take to the executive team or the board.
- You are new in the role and inherited a story that does not add up.
- You are the first in your family to lead at this level.
Often agreed with your chief executive
Many engagements with executives are agreed with the chief executive and paid for by the business. We set out at the start what stays between us.
How an engagement runs.
Step 1
A first call
30 minutes about you and the decision. It is on me. You leave knowing the right next step.
Step 2
Sessions with you
We work on your decision and nothing else, as often as it needs. You can call me between sessions.
Step 3
Frank conversations
I talk to your people one to one and read what already exists. I never say who said what.
Step 4
Together
When your team or your board needs to work the decision through, I run the session, in confidence.
Step 5
A candid briefing
What I found, plainly, in 1 or 2 pages. Then you decide whether we stop or continue.
It is advice, not a report. A problem that keeps coming back needs a full investigation with a written finding. That is the work of FranklySpeaking, the firm I founded.
Priced on the value of the decision.
One fee, agreed before we start, set by what the decision is worth to you, not by the hours it takes.
You know the full cost before the first session. An engagement lasts as long as the decision needs. I work with a small number of clients at a time, so I am available when you need me.
Start with a conversation.
We talk about you and the decision in front of you. By the end, you know the right next step, even if it is not me.
The first conversation is on me.