On LinkedIn, I shared a post highlighting how strategic misalignment can cost companies up to 25% of their revenue, according to The Predictive Index.
But what really hit me was this graphic from Harvard Business Review:
“Top Challenges in Executing Strategy – Harvard Business Review, May 2022”
Every item listed? I’ve seen it firsthand.
- Lack of a roadmap
- Conflicting priorities
- No clear metrics
- Goals not embedded into culture
That’s why I shared it. Because the author of the 'House of Kaizen' article also said this:
💬 "We’ve seen that most strategies are really just goals and they’re severely lacking the decision framework that defines what the org will and will not do to achieve them…"
And in that moment I thought - I’ve done that. I've executed on a lot of the points raised in pwc's assessment of strategy (linked on that page).
That’s exactly the kind of structure I’ve built inside growing organizations:
✅ Clear decision frameworks
✅ Aligned execution systems across the customer journey
✅ A North Star that doesn’t just live on a slide, but in people’s actions
That has never been theory for me. It is lived experience.
So yes, 25% lost revenue?
I believe it. I chase the feeling of making a difference.
What I Do Isn’t Strategy on a Slide.
It’s:
- ✅ Clear decision frameworks
- ✅ Aligned execution systems across the customer journey
- ✅ A North Star that doesn’t sit in Notion — it shows up in how people act
This work isn’t theoretical.
It’s embedded.
It’s systemic.
And it’s what I bring to founders, operators, and leadership teams who are tired of chasing clarity and ready to build it in.
If you're here because something in your structure feels misaligned - you're in the right place.