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Tell me about your vision.

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So my vision is to create organizations where the people in it are able to do

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whatever they think is good for business and they're not held back by

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outdated management practices, bureaucracy or other forms of red tape.

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Okay, so where do you think that vision came from? Where did that originate?

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What spark did that give you?

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Oh yeah, it definitely came from my own experience when working in larger organizations.

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I was trying to be innovative. I was trying to go faster.

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I was trying to accelerate outcomes for the business, but I was stuck in meetings.

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I was stuck in decision-making processes, stuck in archaic budgeting and planning processes,

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and I just wasn't able to get done what I thought was good for the business.

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And that's a tragedy because if you've hired capable people to do great stuff,

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let them enable them to do what they need to do.

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Don't make sure that everything that's blocking them is out of their way.

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Understood. So you're a type of organizational coach for companies.

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Let's go into depth about that. What exactly, is it the processes or is it the people that

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you're organizing or how exactly, and I know every company is different, but across the board,

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what are the things that you're kind of helping with the most?

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Yeah, so I'm helping predominantly leaders and leadership teams to get their organization

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unblocked. So every leader has some kind of outcome or some kind of goal in mind that they

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want to achieve. And we also get calls from the leaders that are experiencing hurdles in their

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organization and they're unable to get it done. And those hurdles can be in lots of different

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domains. So maybe they are struggling with decision-making or maybe it's about people

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not taking ownership or maybe it's the meeting culture of the organization or psychological

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safety in teams. And for all of these different types of challenges, we have modern work practices

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that are based on trust rather than control that foster self-organization and that frankly just

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reduces the need for hands-on micromanagement, but still provides the boundaries within results can

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emerge. Okay, so it's not so much you doing the organizing but teaching people how to organize

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themselves. Yeah, we're teaching leaders new ways to approach all these aspects of work. I mean,

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leaders, they grow up in either through organizations that they just learn how other

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organizations do it or they get an MBA. But frankly, most of the work practices in larger

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organizations are just based on old ideas. They're based on the periods where we were able to just

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go slow and we didn't need these long-term. We didn't... Just let me rephrase that for a second.

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A lot of the management practices in organizations were invented in a period where we

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still had very simple problems and very repeatable processes. While these days, we require ways of

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working that are based on complex decision-making on teams, on sensing and responding. And frankly,

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a lot of the ways of working organizations are not fully compatible with that. So we're teaching

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leaders how to deal with complex problems to get better outcomes. Your personal why for going into

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this? What gets you out of bed every day to keep pushing? Yeah, so from a young age, I've been

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fascinated by what human systems can do. So if you have a group of people and you figure out a good

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way to organize them, to organize ourselves, they're able to achieve outcomes that aren't

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possible alone. And I'm always fascinated by what are the principles and the guardrails that we need

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to get amazing outcomes with a large group of people. And I'm really energized by the

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possibilities there. And I mean it just by basically liberating people from the shackles

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of traditional organizations where you see a thousand people working super hard to get

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something done and just everything is just moving so slowly. And after having been able to turn that

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around for some companies a couple of times, I'm like, okay, yeah, it's really possible to unlock

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the next level of performance if you focus on how the organization is constructed. And I'm not

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necessarily talking about structure, but I'm talking about roles, principles, behaviors, values,

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ways of working that enable that.

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you