For founders
You keep fixing it. It keeps coming back somewhere else.
A climate-tech company holds together only while three things stay true at once: the science honest, the business viable, the people able to decide. They pull against each other, so the failure surfaces at the seam between them, the join no one owns, which is why it never stays fixed where you fixed it.
How I work
I don't do the hard part for you. I do it with you.
Strategy here is coherent action that solves the problem you're after. The work happens inside your company, in its real decisions and structure, not in a document handed back to you. You stay in charge the whole way. When I step out, the change is yours and you can run it again without me.
Where it usually opens
One failure, three seams. It lives in all of them at once.
Science meets business
The science is honest and the roadmap sells something it can't carry yet. Whichever side you protect, the other one pays, and the bill arrives as a missed number no one can trace to a cause.
Plan meets execution
The strategy is sound and the work keeps drifting from it. The gap is the translation layer between intent and operation, and nobody was given the job of building it.
You meet everyone else
Every significant decision still routes back through you. The org chart says you delegated. The calendar says you didn't. You transferred the title, not the authority.
Patterns
Find the seam you're standing in.
Each pattern below is a specific structural mechanism. If you recognise yourself in one, the diagnosis is already underway: it maps which seam is producing your particular failure and works the redesign around it.
The Founder Leadership Transition
At ten people, the founder IS the operating system. At fifty, the founder's bandwidth is the binding constraint. The organisation scaled the headcount without scaling the operating model.
Scaling Breakpoints
Organisations hit predictable structural walls at 15, 30, 50, and 100 people. Each breakpoint invalidates the operating model that got you there. The symptoms look like people problems. They're physics.
Decision Architecture Failure
Nobody in your organisation knows who can say yes. The org chart says one thing. The actual decision flow says another. The result is high latency, low quality, and zero accountability — and the fix isn't 'empower people.'
The Strategy-Execution Gap
Your strategy exists in a deck. Your team is executing something else entirely. Every advisor has told you it's a communication problem. It isn't — the decision infrastructure that translates strategic intent into daily choices doesn't exist.
Structural vs. Personal
You're treating a structural problem as a people problem, and it's costing you talent, time, and money. The underperformer you're about to fire.
Pilot Purgatory
Your climate tech company has completed fourteen pilots and closed zero commercial contracts. The technology works in every pilot. The organisation was never built to convert pilots into revenue.
Working together
Two shapes. We set the exact one together.
There's no fixed menu, because no two of these are the same shape. Two ways in:
A diagnostic sprint
A few weeks, bounded, with a clear end. You come out knowing which seam is producing the failure, the specific move that closes it, and a way of deciding that stays with you after I'm gone. A sprint runs roughly €15–25k; we set the exact scope together.
An ongoing retainer
I stay in the decision stream as it happens (board prep, hires, product bets) and flag the structural consequences while they're still reversible. Three-month minimum, because structural patterns take that long to show; anything shorter is a sprint. We set the rate together, in the same conversation.
When this works
It works best when the company can be in the room.
The diagnosis needs the people who live inside the structure, not one person's account of it. It needs a founder ready to decide once the move is clear. And it needs a company that's making decisions; if everything is deferred or stuck, there's nothing yet to read, and the sprint comes first. One honest line on what this isn't: if your company is on fire and you need someone to step in and operate, make the hires and run the board meeting, that's an interim executive. I read the structure and work it with you; I don't step in and run it. I work with three or four companies at a time.
Why me
I've been inside this pattern.
At ICEYE I built €20M ARR in climate-adaptation products as the glue between the SAR physicists and a market that had never read a radar image. The seam was my job, and I saw what happens when it's left to no one. The way of seeing goes back to atmospheric physics, where the gap between a clean model and the system it describes is always structural. Same gap, now in companies.
If your company is coming apart at a seam you can't name, write to me. We'll find it together.