Room 03 ◇ The Advisor
For founders,
C-suites & team members.
Culture isn’t the soft stuff. It decides whether everything else holds.
01 The Case
Most companies don’t need more programs. They need someone who’s sat where the pressure lives.
For thirty years I sat at the table with founders, creatives, and C-suites — people carrying rooms much bigger than the room they were sitting in. The work was never the strategy on the page. It was the conversation before it: hearing what someone was actually capable of, then holding steady until they could hear it too.
Companies are now hiring for this function. They call it Chief Wellness Officer, Chief People & Culture, Head of Human Sustainability. The title matters less than the seat.
I take that seat, interim or fractional, for founder-led scale-ups and mid-market companies who don’t yet have the headcount for a full-time hire — but desperately need the function held by someone who’s been at the C-suite table, not adjacent to it.
02 How this shows up
Interim CWO — three to six months. I install the culture function, hire my successor, and hand over. For scale-ups and post-transaction companies where the culture question can’t wait.
Fractional advisory — one to two days a month. Executive-level counsel and founder one-on-ones, for CEOs who need a peer at their altitude who isn’t inside the politics.
Executive offsites — not a workshop, not a corporate retreat. Three days of listening better than the room typically allows, holding the conversations a culture can’t have inside itself, in the room where they finally can.
Most of it happens in creative, media, and technology companies — brands, agencies, publishers, platforms — where I’ve spent my whole career and don’t need a translator.
If your company is at a threshold, and it’s a threshold worth holding well —
Collaborate